HR Business Partner

Role Purpose Reporting to the Business HR Manager, who provides strategic direction, guidance and coaching, the HR Business Partner is responsible for partnering with site leaders to shape, drive and influence the people strategy across the site. The role translates site and enterprise business priorities into an integrated people agenda that enables growth, strengthens leadership and talent, accelerates change, and builds a high-performing, inclusive and future-ready organisation. Operating with significant ownership and autonomy within the direction set by the Business HR Manager, the role anticipates business needs, uses data and insight to influence decisions, and drives measurable people and business outcomes.  Key Responsibilities: Strategic business partnership  • Own the day-to-day strategic partnership with assigned site leaders and functions, building trusted relationships and providing an independent people perspective to business decisions, with direction and guidance from the Business HR Manager.  • Partner with leaders to shape, drive and influence the site people strategy, translating site, Operations BHR and enterprise priorities into clear workforce, organisation, talent, leadership, culture and change plans with defined outcomes, ownership and measures of success.  • Understand the site operating model, growth agenda, pipeline, capability requirements and external talent market; anticipate people risks and opportunities before they affect delivery.  • Use constructive challenge, coaching and influence to strengthen leadership decisions, execution discipline and accountability, escalating significant risks or strategic issues to the Business HR Manager as appropriate.  Workforce strategy and organisation effectiveness  • Lead strategic workforce planning for assigned functions, connecting headcount, skills, organisation design, succession, mobility and talent acquisition to the site long-range plan.  • Partner with leaders to design future-fit, scalable organisations with clear roles, decision rights, spans, accountabilities and capabilities.  • Identify critical roles and emerging capability needs; build integrated talent strategies with Talent Acquisition, Talent Management, and other COE partners.  • Use people data, business metrics and external insight to frame options, test assumptions, track delivery and improve the quality and speed of decisions.  Talent, succession and leadership  • Support the business build a strong, diverse talent and succession pipeline for critical roles  • Lead robust Talent Management Reviews, succession discussions and development planning; ensure actions translate into stretch assignments, moves, rotations, coaching and measurable progress.  • Coach leaders to identify talent beneath the surface , strengthen the feeder pipeline and make high-quality internal and external talent decisions.  • Enable leaders to attract, develop, retain and deploy talent while improving onboarding and transition support for new and promoted leaders.    Accelerating change and shaping culture  • Partner with leaders to define the case for change, build readiness, clarify expectations and sustain adoption through visible leadership behaviours.  • Help the organisation change before it has to by identifying opportunities to simplify work, remove roadblocks and improve speed, quality and impact.  • Activate the AbbVie Ways We Work and site culture priorities through leader routines, communication, transparent feedback, inclusion, accountability and recognition.  • Connect transformation, digitalisation, AI and process improvement to measurable business outcomes, capability building and employee experience.  Performance and employee relations  • Strengthen goal setting, performance d