layiq

/la·yiq/adjective

worthy; deserving; fitting; suitable.

A role, opportunity, or path that merits attention, time, and pursuit.

Staff People and Learning Partner at Arc Boat Company | LAYIQ

Business partnership: Sales, Service & G&A Partnering with leaders across Sales, Service, and G&A on organizational design, headcount planning, reporting structures, and spans of control as those teams scale.
Coaching managers through the full performance cycle: goal setting, calibration, feedback, promotion cases, and performance improvement, grounded in Arc's leveling guidelines.
Conducting employee relations investigations end-to-end, counseling employees and leadership.
Leading terminations and role changes with dignity, and owning communication with the teams they affect.
Advising on California employment law, wage and hour compliance, and compensation practices across a mixed exempt, non-exempt, and commissioned population.
Translating people data - attrition, engagement, promotion velocity - into insights leaders act on, and presenting the case behind them.
Leading change management for policy, program, and process rollouts, preparing managers before their teams hear the news and serving as a source of stability through it.
Providing constructive pushback and playing devil's advocate when it's warranted, then owning the communication and execution of the decision even when it differs from your own view.
Learning & development — 40% of the role
Building and facilitating Arc's manager development curriculum, from first-time supervisor fundamentals through senior topics like coaching, delegation, difficult conversations, and performance calibration.
Designing career pathways for individual contributors that make Arc's leveling framework concrete: what impact looks like at each level, which skills close the gap, and how to build them.
Running skills gap analyses with functional leaders and turning them into learning roadmaps tied to business priorities rather than training for training's sake.
Facilitating live workshops, cohort programs, and onboarding content yourself, supplementing with outside vendors only where they clearly outperform.
Measuring program effectiveness against behavior change and business outcomes, then iterating on what the data tells you.
Building the templates, documentation, and systems that let these programs scale beyond you, so managers in Engineering and Production can run the same playbooks without your calendar as the bottleneck.
Mentoring junior members of the People team and contributing to their professional and career growth.

Staff People and Learning Partner

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