Rialtic
Sr. People Partner
Rialtic · Hyderabad

ABOUT RIALTIC
Rialtic is an enterprise software platform empowering health insurers and healthcare providers to run their most critical business functions. Founded in 2020 and backed by leading investors including Oak HC/FT, F-Prime Capital, Health Velocity Capital, and Noro-Moseley Partners, Rialtic’s best-in-class payment accuracy platform brings programs in-house and helps healthcare organizations gain full control over processes traditionally managed by fragmented vendors. Today, we partner with leading healthcare insurers and providers to tackle a $1 trillion problem — reducing costs, increasing efficiency, and improving quality of care. Learn more at www.rialtic.io.
ABOUT THE ROLE
Rialtic is integrating two legacy organizations, and this role sits at the point where that integration meets the people living through it.
The role has two equal pillars. The first is business partnering. The merger brought together teams with different operating rhythms, different manager expectations and different ideas about how things get decided. Harmonizing that is not a policy exercise. It happens one team, one manager and one difficult conversation at a time. You will work with business leaders on how their teams are structured, who is at risk of leaving, where capability is thin, and which cultural differences are worth preserving rather than flattening.
The second is ownership of HR operations across the entire company, in the US and India. That includes our HRIS, our performance management system, employee data and census reporting, onboarding, benefits and vendor management. Strong partnering depends on strong operations underneath it, and this role is accountable for both.
We are looking for someone who has sat across from a business leader and been useful, and who has also run HR operations and systems hands-on, ideally through a merger, restructure or period of significant change.
HOW THE ROLE IS WEIGHTED
Stated openly, because a candidate who understands the mix upfront is the one who stays.
▸ Business partnering and strategic
At joining: 50% → Year 2 onward: 60%
▸ HR operations and systems
At joining: 50% → Year 2 onward: 40%
▸ Partnering scope
At joining: Named teams, agreed at joining → Year 2 onward: A full business unit
▸ Operations scope
At joining and Year 2 onward: Company-wide, US and India
▸ Integration work
At joining: Executing harmonization decisions already made → Year 2 onward: Shaping org design for the combined entity
Operations stays a core part of this role. Over time we expect you to make it run more efficiently through automation, cleaner data and better process design, which frees more time for partnering. Progress on that is one of the things we will review.
KEY RESPONSIBILITIES — BUSINESS PARTNERING
Partnering with business leaders
  • Act as the named HR partner for your teams. Build relationships where leaders bring you problems while they are still small.
  • Work with leaders on team structure, span of control, role clarity and capability gaps before a requisition is raised.
  • Identify attrition risk, team friction and manager capacity issues, and bring a recommended course of action rather than a flag.
  • Support workforce planning for your teams: what roles are coming, what the market looks like, and whether the structure is right.
  • Partner with Talent Acquisition on hiring strategy, interview design and offer decisions for your teams.
Merger and integration
  • Help translate harmonization decisions on levelling, titles, policy and ways of working into something managers can actually explain to their teams.
  • Identify where legacy-organization differences are creating friction — in decision-making, communication norms or manager expectations — and work with leaders to address them.
  • Track retention risk among employees from both legacy organizations and act on it early. Integration attrition is usually visible months before it happens.
  • Help managers lead teams whose members came from different organizations, with different assumptions about how work gets done.
  • Contribute to building a shared culture rather than defaulting to either legacy organization’s norms.
Performance, capability and culture
  • Coach people managers through performance conversations, feedback, probation decisions and difficult discussions. Some of our managers are first-time managers leading India teams; this is where the role adds value fastest.
  • Drive the performance cycle for your teams: goal-setting, reviews, calibration support and follow-through on outcomes.
  • Contribute to the People Agenda: engagement, retention, wellbeing and culture, aligned to what the business needs this quarter.
People data
  • Build and maintain dashboards covering headcount, attrition, time-to-productivity, engagement signals and integration indicators, and use them in conversations with leadership rather than reporting them after the fact.
  • Bring the data to the business before they ask for it. The test is whether a leader changes a decision because of something you showed them.
KEY RESPONSIBILITIES — HR OPERATIONS (COMPANY-WIDE)
You own HR operations for the entire company, not just your partner teams. You are accountable for these running well. That is not the same as executing every step personally: expect to automate and simplify, and to be judged on whether the outcomes hold.
  • HRIS and employee data: Own the HRIS as the system of record for the company. Ensure accurate employee data, correctly processed lifecycle changes (new hires, job changes, transfers, exits), and current org structure and reporting lines.
  • Performance management system: Administer the performance platform company-wide: set up and run review cycles, manage reviewer assignments and permissions, and support calibration and outcome reporting.
  • Census and reporting: Maintain the company-wide census and headcount reporting across the US and India, and reconcile data across the HRIS, PEO, identity and performance systems so leadership works from one version of the truth.
  • Global operations: Support people operations for both US and India employees, and design processes that work in both locations rather than defaulting to one.
  • Onboarding: Own onboarding end to end. Run onboarding week, keep content current as the organization changes, and make sure new joiners get one coherent story about the company, not two. Treat the 30-60-90 experience as a design problem, measured on time to productivity, not completion rates.
  • Benefits: Administer benefits: group health insurance, benefits cards and KYC, and the Employee Assistance Programme.
  • Vendors and renewals: Own renewal dates, billing cycles and service levels. Lead renewals and negotiate terms rather than letting agreements auto-renew. Review usage and service quality, and make the call on whether we are getting value. Where integration has left duplicate vendors across the two legacy organizations, consolidate.
WHAT WE’RE LOOKING FOR
Essential
  • MBA in Human Resources.
  • 5–8 years in HR, including at least two years as the named HR partner for a business team or function.
  • The judgement to hold a position with a senior leader who disagrees, and to be useful rather than merely responsive.
  • Ownership of company-wide HR operations, including the HRIS and performance management systems. Responsible for accurate employee data, lifecycle changes, on-time review cycles, and reliable census and headcount reporting.
  • Solid HR operations grounding across onboarding, lifecycle, benefits and compliance: you have run these yourself, not only overseen them.
  • Comfort with people data: able to build a dashboard, read it, and say what it means for a business decision.
  • Excellent written and verbal communication; strong Excel and PowerPoint.
  • Willingness to work hybrid, 3 days per week from the Hyderabad office.
Ideal
  • Keka or an equivalent HRIS preferred. Justworks, TriNet, Lattice or comparable platforms desired.
  • US experience, including supporting US employees or working with US-based teams.
  • Technology or healthcare technology environment.
  • Experience supporting an organization through significant change like a merger, acquisition, integration, restructure or rapid scaling. You have worked with people during a period when the answers were not settled.

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