Title:  HR Executive: HR, Ned Executive

Job Classification

Job Family

Human Resources

Leadership Pipeline

Manage Self: Expert

Job Purpose

To serve as the senior HR executive partner for a defined shared-services or business portfolio, translating Group People Strategy into measurable outcomes across workforce productivity, leadership capability, talent depth and organisational effectiveness, while integrating COE products and Shared Services delivery into clear business impact.

Job Responsibilities

People strategy Execution and portfolio governance  

• Owns the portfolio people strategy and embeds it into business planning, budget cycles and operating model decisions. 
• Translates enterprise people priorities into a focused set of portfolio outcomes with clear metrics, owners and quarterly milestones. 
• Establishes governance with business leaders to track progress, remove blockers and ensure follow-through on talent, workforce and performance actions. 
• Acts as the single integrator between COEs and the portfolio, converting COE products into practical adoption plans. 
• Drives consistent use of HR operating model principles, including self-service, data-led decisions and leader accountability.

Workforce strategy, productivity, and operating model optimisation  

• Leads strategic workforce planning for the portfolio, anticipating capability needs, automation impacts, location strategy implications and role evolution. 
• Partners with leaders to assess spans, layers, role duplication, workflow fragmentation and decision rights to improve productivity. 
• Frames workforce recommendations in commercial and risk terms, including cost-to-serve, capacity, critical role coverage and control integrity. 
• Sponsors workforce scenario modelling and converts decisions into funded plans, hiring priorities and redeployment actions. 
• Uses talent intelligence and external market signals to build predictable pipelines for scarce and specialist roles. 

Talent succession, and enterprise mobility  

• Ensures robust talent reviews and succession planning, with clear definitions of critical roles, ready-now coverage and targeted development actions. 
• Challenges leadership nominations using evidence and supports fair, structured calibration. 
• Drives enterprise mobility by ensuring internal pipelines and marketplaces are used before external recruitment. 
• Partners with the Talent COE to target leadership programmes and academies to portfolio risks and capability gaps. 
• Owns the portfolio talent health narrative, including bench strength, attrition hotspots, flight risk and time-to-fill for critical roles. 

Leader effectiveness, performance culture, and people risk  

• Coaches and challenges senior leaders to strengthen leadership effectiveness, accountability and people decision-making. 
• Ensures performance management is applied with rigour through quality goals, calibration integrity, differentiation and action on sustained underperformance. 
• Uses workforce analytics to detect people risk early and mobilise mitigations. 
• Ensures employee relations and regulatory exposure are managed with specialists while avoiding transactional HRBP casework. 
• Leads cultural interventions through leader routines and measurable outcomes, not only engagement survey outputs.

Workforce Experience Enablement 

• Champions adoption of enterprise digital HR tools, including ServiceNow HRSD, SuccessFactors, analytics and workflow automation. 
• Translates people data into practical executive actions and promotes evidence-led decisions. 
• Partners with People Analytics to define portfolio dashboards for talent, performance and workforce planning. 
• Ensures ethical and compliant use of people data and AI, including privacy, segregation of duties and auditable decision logic. 
• Drives continuous improvement of HR products and journeys by feeding business pain points into the HR enablement rhythm. 

Preferred Qualification

Masters Degree (essential) and Relevant Honours Degree (preferred)

Minimum Experience Level

Technical / Professional Knowledge

Behavioural Competencies