Talent & Organizational Development Manager, HR

ROLE PURPOSE • The Talent & Organizational Development Manager is a senior individual contributor and enterprise program lead responsible for shaping and delivering Korea’s integrated talent, culture, engagement, and organizational capability agenda. Reporting to the HR Director, the role partners with the Country Leadership Team, business leaders, HRBPs, regional/global Talent and OD teams, and external partners to translate business strategy into practical, measurable people and organization interventions. • The role owns initiatives end to end, from diagnosis and design through implementation, adoption, governance, and impact evaluation, while strengthening leadership capability, succession depth, employee experience, and organizational effectiveness. KEY ACCOUNTABILITIES 1. Culture Creation & Organizational Effectiveness • Co-create and activate a clear culture agenda aligned with AstraZeneca values, business priorities, and the desired employee experience in Korea. • Lead enterprise-wide culture and behavior-change initiatives, including Speak-Up Culture, Inclusion & Belonging, collaboration, accountability, and ways of working. • Diagnose organizational effectiveness opportunities using qualitative and quantitative insights, and design targeted interventions covering operating model, team effectiveness, role clarity, decision rights, and change adoption. • Advise leaders on organization development, culture risks, and change implications; facilitate leadership and team interventions that translate culture expectations into observable behaviors. • Build sustainable governance, communications, leader toolkits, and reinforcement mechanisms to embed change beyond program launch. 2. Employee Engagement & Employee Experience • Own the end-to-end employee listening strategy, including Pulse and engagement surveys, focus groups, targeted listening, analysis, leadership readouts, and action planning. • Translate survey and workforce insights into prioritized enterprise and function-level actions, with clear ownership, milestones, and follow-through. • Partner with leaders and HRBPs to improve employee experience across key moments that matter, and monitor progress through agreed measures and feedback loops. • Connect engagement findings with culture, leadership, inclusion, wellbeing, talent, and organizational effectiveness priorities to address root causes rather than isolated symptoms. • Support employee-led communities, ensuring connection to business and culture priorities. 3. Organizational Capability Building • Lead enterprise capability diagnostics and workforce capability planning across leadership, professional, functional, digital, data, and AI-related capabilities. • Build multi-year capability roadmaps that define priority audiences, proficiency expectations, learning pathways, delivery approaches, and measures of business impact. • Design and deliver scalable development solutions using blended learning, cohort-based programs, experiential assignments, mentoring, coaching, communities of practice, and digital learning. • Partner with business and functional leaders to build critical capabilities close to the work and ensure transfer of learning into performance. • Create evaluation frameworks covering participation, application, behavior change, capability uplift, and business outcomes; use insights to continuously improve the portfolio. 4. Talent, Succession & Leadership Development • Lead the annual talent review and succession planning cycle for critical and leadership roles, ensuring quality preparation, robust calibration, clear decisions, and disciplined follow-up. • Assess succession strength, readiness, pipeline diversity, retention risk, and development priorities; provide data-driven ins