Human Resources Director

Role: Human Resources Director

Duration: 6 Months

Location: Liverpool (3 days required in the office, 2 days working remotely)

Rate: TBC

We are working with a global pharmaceutical giant and they are looking for a HR Director to join their team for a 6 month contract position they have.

Role summary:

The Director Human Resources (HR) Business Partner is responsible for driving the strategic HR agenda; people processes, programs and initiatives at the local site or within the designated client group/s aligned with the company HR and Business strategies and outcomes to enhance employee and business performance. They will achieve this by working collaboratively with business leaders to understand the business challenges and opportunities. The role will develop and deliver value adding solutions across a range of HR areas including, talent management, performance management, change management, organization design, capability development, strategic work force planning, social value/DEI, employee engagement, employee / industrial relations and total rewards. They will work in partnership with the HR Operation Centres and the Centres of Expertise (CoE) specialist functions to leverage expert knowledge and experience and provide insightful and relevant feedback to specialist functions or key initiatives. They will work closely with the EMEA Employee Relations team and EMEA HR Business Partner agile tam.

Accountabilities:

In consultation with the Site Leadership Team or designated business group leader(s), develop an operational HR Plan and priorities for the group which is aligned to the HR Strategy and:

·       Focuses on driving effective outcomes

·       Supports business objectives

·       Partners with HR specialists (local and global) to deliver integrated solutions

·       Drives the organisation towards the desired culture

·       Demonstrates awareness of emerging issues in the marketplace and key business issues

·       Contributes to organisational growth

·       Ensures long term people needs are identified and accommodated within business plans and management decisions

·       Identifies required future resource needs based on the strategic business imperatives

·       Establishes clear deliverables and measures of success for people programs and initiatives that are endorsed by the business

·       Aligns and delivers on global and local objectives by proactively managing conflicting priorities in order to achieve successful outcomes from both perspectives

·       Partners with HR COE's, ER and HRBP teams to drive successful outcomes that align with global HR strategy and objectives, and associated action plans

·       Develops plans and provides recommendations to senior leaders for addressing key issues from both a business perspective and an HR perspective         

Strategic partnering:

·       Influence and builds relationships with executive team and people managers to position HR as a trusted advisor to the business

·       Drives the talent agenda to build a sustainable pipeline of world class talent through acquisition, appropriate talent moves, retention and development actions

·       Courageously challenges the business leaders they support to ensure a better outcome on people related matters

·       Provides coaching and support to senior leaders to drive high performance that enables the delivery of superior performance

·       Obtains and uses available people and business metrics to inform and proactively manage people decisions (data driven decisions)

·       Facilitates innovative business and people practices to enhance business outcomes

·       Where appropriate, develop and deliver actions, in consultation with subject matter experts, to address more complex people related issues including change management, executive level recruitment and leadership development, and workforce planning

·       Deliver solutions that are aligned to global strategy and frameworks

Works in a HR matrix organisation:

·       Creates and maintains a world class HR function and an engaging work environment by defining and

·       communicating a compelling vision for the future

·       Fosters collaboration and a “ONE HR” mindset and approach

·       Provides feedback and regular performance coaching to indirect reports, as required

·       Manages appropriate delegation to meet required timelines

Talent & Succession Management:

·       Uses the company talent process to identify critical roles, talent and assess talent and pipeline risks across client group/s

·       Recommends and take actions to strengthen the talent pipeline through retention, acquisition, appropriate talent moves and development

·       Leads and influences strategic talent and succession discussions to ensure capability requirements for the future are met

·       Works with Senior leaders to ensure talent strategies and actions are owned and championed by the business, and are integrated into overall business planning

·       Drives the implementation and establishment of company talent and leadership frameworks and associated components

Capability Development:

·       Identify key capability gaps in the client group; technical and leadership (which are future focused)

·       Where appropriate, develop and deliver actions, in consultation with subject matter experts, to address key capability gaps to meet future technical and leadership requirements

·       Coaches leaders and provides the tools to enable them to build effective individual development plans to build their capability

Performance Management:

·       Delivers the cyclical end-to-end Performance Review and Development process

·       Coaches leaders on the performance planning and review processes including SMART objectives and giving effective feedback

·       Ensures leaders differentiate individual performance

·       Coaches and develops leaders to effectively manage underperformance using the agreed organisational processes

·       Drives the focus of performance management towards continual feedback and coaching throughout the year, as well as the quality of the performance discussions

Culture & Engagement:

·       Provides guidance and feedback to senior leaders to build leadership capability to support the development of the desired Culture

·       Works with leaders to identify barriers and deliver actions to build the desired culture

·       Works with leaders to develop an action plan to address key areas of focus from the employee engagement survey, ensuring alignment with the company action plan

·       Work with the leadership team to deliver actions that will drive an increase in engagement

Employee/ Industrial Relations:

·       Builds positive relationships with unions, employee representatives and key stakeholders

·       Manages consultation and delivery associated with restructures

·       Provides advice on employment disputes, manages resolution processes

·       Provides guidance and support in case management of people related grievances and other investigations

·       Provides support in preparing for and participating in any negotiations for new or replacement workplace agreements

Lead Change:

·       Engages with leaders to develop people’s capacity and readiness for change

·       Develops and implements effective change processes to support the people strategy

·       Builds the capability of leaders to drive and manage sustainable change

Total Rewards:

·       Deploys actions to deliver total rewards strategy across the organisation using agreed policies and guidelines

·       Delivers employee benefits - long and short term incentives, employee share plans, salary sacrificing

·       arrangements, retention plans etc.

Strategic Workforce Planning:

·       Manages workforce supply and demand requirements by identifying future organisational requirements that support the business strategy

·       Delivers actions to meet demand through a variety of strategies including; resourcing, learning and

·       development, retention , talent and succession management

Organisational Design:

·       Builds strategic thinking into the organisation design model to ensure “fit for future” organisation architecture that enables the organization to respond to market factors; economic, social and political changes