This position has the mindset of a business leader and entrepreneur. This position is part of the People & Culture (P&C) Business partner chapter, Operations & Quality Area of practice.
In this role, you collaborate closely with the P&C Business Partner Enterprise Diabetes Care and the Operations & Quality (Ops&Q) Leadership Team to understand long-term business needs and strategic P&C priorities. This position then translates business strategy into P&C strategies for the Ops&Q organization and drives fit for purpose implementation, in close collaboration with the P&C Business Partners & the whole P&C ecosystem.
Diabetes Care Ops&Q represents various global teams; External Manufacturing, Procurement, Engineering, Labelling, Quality and Supply Chain and the two manufacturing sites located in the USA and in Germany. You will lead the Diabetes Care Ops&Q BP team and you will be a member of the AoP Core Team as well as the DC P&C Leadership Team.
You lead and drive change initiatives, people streams, Work Product Teams (WPTs) and squads to embed and implement the overall P&C strategies for their leadership areas. You might also support WPTs / squads or initiatives in other parts of the business based on overall priorities. You are accountable as a trusted strategic partner and coach for fostering VACC leadership, advancing organizational design and effectiveness (including driving transformation in mindset, behaviors and ways of working), for building a diverse and inclusive work culture, and securing future talent and capabilities.
Your main responsibilities are:
Business Acumen
Align P&C strategy, goals, and objectives to overall business strategies and objectives; translate P&C strategies to drive key business results; provide guidance on talent management, workforce strategies, organization design and reward and recognition in partnership with Business Partners (Enterprise), other Chapters and subject-matter experts to develop high quality solutions
Maintain broad-based knowledge of multiple leadership areas across the organization and its operations; use knowledge of business and P&C insights, metrics, expertise, and decision principles to effectively diagnose topics with a wide range of complexity
Recommend business practice/work process improvements to identify opportunities for leveraging human capital; ensure all P&C initiatives have ROI that adds to organizational value
Maintain knowledge of external environment and other related information on peer and comparison groups to effectively diagnose and implement strategies to help drive business decisions
Leadership
Strategic sparring partner and coach for fostering VACC leadership and a leadership culture in line with the Roche leadership frame
Translate the business vision, mission, and strategy along with the 10 year ambition and P&C Aspirational Goals into projects and initiatives with milestones and delivery schedules; lead or participate in WPTs/squads to effectively meet planned objectives; develops clear action plans with results-oriented goals for measuring success; drives alignment and buy-in within multiple leadership areas as part of a network
Diagnose P&C needs and identify interventions that address issues of retention, change leadership, employee engagement, and leadership development, partnering with Enterprise Business Partners, WPTs/squads and other P&C Chapters as appropriate; use appropriate tools for leadership competency and skills assessment
Drive and implement change with proven ability to influence business leaders and P&C professionals to required outcomes
Influence, develop, mentor and provide VACC leadership to networks and WPTs/squads in partnering with Advisory Business Partners
Strategic P&C Insights & Innovation
Gather and analyze internal and external data, evidence-based research, benchmarks, P&C and business metrics to make critical decisions; share insights with leaders and recommend innovative solutions based on the P&C decision principles that support the culture, strategic direction and resources
Diagnose root causes of work environment issues, disruptive team dynamics and ineffective organizational setups; initiate interventions and shape solutions in collaboration and co-creation with key stakeholders across multiple leadership areas
We are searching for someone who is passionate!
Passion and drive to shape People & Culture across large and diverse parts of our business areas and/or business areas in previous companies
Passion and role-modeling of VACC leadership, with proven ability to lead with a creative mindset, very high self-awareness and for acting as a coach and mentor for other leaders and professionals
Passion and focus on building a diverse and inclusive work culture, fostering psychological safety and a strong sense of belonging with a strong understanding of how each employee contributes with the highest impact possible to the Roche purpose and 10 year ambitions
You also bring:
Enterprise mindset and system thinking, proven ability to work effectively across multiple leadership areas, global teams and networks in a fast paced VUCA environment
Demonstrated ability to navigate the P&C system, leverage different Chapters for business impact and form WPTs/squads to deliver on business and P&C strategies
Demonstrated ability and experience in effectively diagnosing short to mid-term P&C needs, and shaping and leading large scale global initiatives to address them
Influencing skills with courageous authenticity and build trust with individuals at all levels within the organization
Excellent situational assessment and objective evaluation skills, with an ability to comprehend and translate complex topics into manageable pieces, to then position the topics with strong communication and group facilitation capabilities
Demonstrated ability to leverage technology and data to generate insights as foundation for diagnosis, recommendations and decisions.
Passion and ability to leverage digital tools for collaboration, co-creation and sharing across the system
Demonstrated ability to effectively prioritize work to align with overall Roche vision and stop/prioritize activities not aligned with P&C operating model and decision principles