Role Purpose. The Global Head of Talent is accountable for architecting, governing, and executing Resmed's enterprise‐wide talent system, ensuring the organization has the right people, skills, and leaders deliberately deployed to the highest‐value work – ahead of demand. The role integrates Talent Acquisition, Strategic Workforce Planning, Talent Management, Internal Mobility, Skills & Capability Development, and Leadership Development into a single, disciplined, data‐enabled system that increases enterprise readiness and speed, reduces workforce and succession risk, and delivers measurable, sustained enterprise value. The role is explicitly accountable for shifting leader behavior from reactive, local optimization to disciplined, enterprise‐first talent and workforce stewardship.
1. Enterprise Talent Stewardship & Strategy
Own and evolve Resmed's enterprise Talent Strategy, ensuring direct alignment to business strategy, financial discipline, and the 2030 capability agenda. Act as a strategic advisor to the CPO, People Leadership Team, ELT, and Board on enterprise talent health, workforce risk exposure, succession depth, and organizational readiness. Drive and enforce the shift from local optimization to enterprise stewardship, raising talent decision quality, consistency, and accountability across leaders.
2. Strategic Workforce Planning & Capability Foresight
Embed Strategic Workforce Planning (SWP) as the primary driver of hiring, development, deployment, and build‐buy‐borrow‐automate decisions. Translate enterprise strategy into forward‐looking workforce, skills, and capability demand scenarios. Partner with Finance, Strategy, and PBPs to integrate SWP into business planning, investment decisions, workforce cost modeling, and location strategy.
3. Talent Supply, Deployment & Internal Mobility
Design and govern an integrated enterprise talent supply model spanning internal talent, external hiring, gig/elastic talent, and automation. Establish and scale enterprise career architecture and an internal talent marketplace to unlock internal mobility and improve redeployment of existing capabilities. Ensure Talent Acquisition operates as a SWP‐led, enterprise‐prioritized capability, actively disrupting reflexive backfilling and aligning hiring to enterprise‐critical roles and capability gaps. Ensure talent is deliberately deployed to enterprise‐critical priorities, not simply to local vacancies.
4. Raise Talent Quality, Standards & Succession
Define, apply, and govern enterprise standards for talent quality, assessment, promotion, role expansion, and succession. Lead enterprise talent reviews, succession planning, and deployment discussions for ELT, C+1, and enterprise‐critical roles. Operationalize tools such as the Talent Chessboard to enable differentiated investment, development, deployment, and succession risk mitigation.
5. Leadership, Learning & Capability Development (Talent Development)
Anchor leadership and capability development investment to enterprise‐critical capabilities and skills, aligned to future strategy requirements. Own leadership success profiles, leadership blueprint expectations, and executive education strategy. Ensure development approaches measurably accelerate time‐to‐readiness and strengthen succession depth for priority roles.
6. Data, Technology, AI & Talent Governance
Own the enterprise talent data, analytics, and technology roadmap (e.g., Workday talent modules, marketplaces, analytics, and AI‐enabled tools). Ensure a single, trusted source of truth for enterprise talent, skills, succession, and workforce insights. Leverage AI and automation to improve precision, speed, and scalability of enterprise talent decisions. Define and enforce clear governance, decision rights, operating rhythms, and standards to ensure consistent execution and sustained adoption at scale.
7. Operating Model Leadership & Run‐the‐Business Execution
Lead a global Talent CoE spanning Talent Acquisition, Talent Management, Learning & Development, and Workforce Planning capabilities. Own the enterprise talent scorecard, metrics, and ELT/Board reporting on critical role readiness, succession risk, internal fill, mobility, and workforce planning accuracy. Ensure the Talent operating model is optimized for enterprise priorities, execution capacity, ROI, and sustained delivery. Build deep cross‐functional partnerships with PBPs, Rewards, People Operations (People Experience), Finance, Digital, and Strategy teams to drive coordinated execution.
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