Position Overview

Educate! is looking for a Fractional Senior People Advisor to partner with our CEO and executive team as a senior people advisor. Educate! is now 300+ staff across Uganda, Rwanda, Kenya and Tanzania. At this size our most interesting people problems aren't administrative. They're about how we manage growth across countries, how we apply policy and employment law to get the best outcome for the business and the people in it, and most importantly, strong communications in bringing our people along in the decisions we make.

This is a senior, part-time advisory engagement, roughly 10–12 hours per week, fully remote. You will not run the people function; that sits with our Global People & HR Director. You will be the seasoned people business partner our executive team leans on when the stakes are high: someone who reads a situation quickly, can decipher what the policy and the law actually allow, and helps the exec team choose the option that holds up commercially, legally, and with the team.

What You’ll Do

Partner with the exec team on people decisions

• Act as a senior people business partner to the CEO and exec team
• Bring an independent read on org design, team composition, and succession questions as Educate! scales
• Pressure-test decisions before they are made, and name the risks nobody else is naming

Apply policy and employment law to get the best outcome for the business and our people

• Translate our existing global policy and countries' employment law into practical options the exec team can act on: what we can do, what it costs us, and what it does to trust
• Advise on the live, consequential cases: restructures, exits, performance situations, grievances and investigations across Uganda, Rwanda, Kenya and Tanzania
• Judge when a global standard should hold and when local context should shift how we apply it
• Flag where our current policy is getting in the way of a good business or people outcome, so we can fix it

Work on team dynamics and development

• Coach individual team members through the interpersonal and cross-cultural dynamics of a matrixed, multi-country organization
• Design and, where useful, facilitate sessions that get the team moving when it is stuck

Sharpen how people decisions get communicated

• Shape the messaging behind restructures, policy changes, and leadership transitions before they land
• Edit and stress-test internal communications so they read as clear, honest, and consistent with how we talk about ourselves
• Advise on what to say, what to hold, and when to say it

Who You Are

• 8+ years in senior HR, people, or organizational development roles. This can include time as a startup people leader, an HR business partner to an executive team or as an advisor to a CEO.
• Strong writing. You can take a difficult people decision and turn it into communication people accept
• Comfortable being the outside voice: direct with the top leaders, discreet with what you hear, and unattached to being the one who executes

• Act as a senior people business partner to the CEO and exec team
• Bring an independent read on org design, team composition, and succession questions as Educate! scales
• Pressure-test decisions before they are made, and name the risks nobody else is naming
• Translate our existing global policy and countries' employment law into practical options the exec team can act on: what we can do, what it costs us, and what it does to trust
• Advise on the live, consequential cases: restructures, exits, performance situations, grievances and investigations across Uganda, Rwanda, Kenya and Tanzania
• Judge when a global standard should hold and when local context should shift how we apply it
• Flag where our current policy is getting in the way of a good business or people outcome, so we can fix it
• Coach individual team members through the interpersonal and cross-cultural dynamics of a matrixed, multi-country organization
• Design and, where useful, facilitate sessions that get the team moving when it is stuck
• Shape the messaging behind restructures, policy changes, and leadership transitions before they land
• Edit and stress-test internal communications so they read as clear, honest, and consistent with how we talk about ourselves
• Advise on what to say, what to hold, and when to say it

• Strong writing skills
• Ability to be direct and discreet
• Comfortable with ambiguity and complex people issues
• Understanding of employment law and policy application
• Coaching and facilitation skills
• Communication strategy and messaging development

• 8+ years in senior HR, people, or organizational development roles. This can include time as a startup people leader, an HR business partner to an executive team or as an advisor to a CEO.
• Strong writing ability.
• Comfortable being the outside voice: direct with the top leaders, discreet with what you hear, and unattached to being the one who executes.