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 insights and recommendations to leadership.

• Design differentiated development plans and acceleration experiences for high-potential and succession talent, in partnership with people leaders.

• Own leadership development strategy and interventions for senior leaders, people managers, and emerging leaders, including assessment, coaching, career development, and team effectiveness.

• Embed consistent talent standards, governance, tools, and documentation while aligning Korea requirements with regional and global frameworks.

5. Learning Strategy & Portfolio Governance

• Define and manage the Korea learning and development portfolio, ensuring resources are focused on the most material business and capability priorities.

• Establish governance for learning demand, program selection, vendor management, budget, quality, compliance, communications, and participation.

• Use data and stakeholder feedback to simplify, integrate, stop, scale, or redesign programs and improve overall portfolio effectiveness.

6. Global Development, Career Growth & Mobility

• Facilitate Korea participation in regional and global leadership, talent, development, and mobility programs, including nominations, assessment, selection, deployment, and post-program follow-up.

• Enable career growth through cross-functional assignments, international exposure, mentoring, project leadership, and internal mobility opportunities.

• Partner with regional/global stakeholders and people leaders to ensure development opportunities are matched to business needs, talent readiness, and career aspirations.

7. People Analytics, Program Leadership & Stakeholder Partnership

• Integrate employee listening, talent, succession, learning, workforce, and organizational data to identify trends, risks, and opportunities and convert them into actionable recommendations.

• Lead complex, cross-functional projects with clear scope, governance, stakeholder alignment, risk management, change and communication plans, and measurable outcomes.

• Act as a trusted advisor and constructive challenger to senior stakeholders, balancing strategic perspective with hands-on execution.

• Manage external partners and vendors, ensuring quality, value, data privacy, and delivery against agreed outcomes.

• Contribute to the broader HR agenda and collaborate across HR disciplines to provide a coherent employee and leader experience.

ESSENTIAL QUALIFICATIONS & EXPERIENCE

• Bachelor’s degree in Human Resources, Organizational Development, Psychology, Business Administration, Education, or a related discipline.

• 10+ years of progressive experience across Talent Management, Organizational Development, Learning & Development, Leadership Development, Culture, Employee Engagement, Change Management, or related HR disciplines.

• Proven ownership of enterprise-level talent, culture, engagement, or capability agendas in a complex multinational and matrix organization.

• Demonstrated experience leading talent reviews, succession planning, leadership development, employee listening, and organizational effectiveness interventions from strategy through execution.

• Strong consulting, facilitation, project/program management, stakeholder management, and executive communication skills.

• Ability to use people and program data to diagnose issues, shape recommendations, prioritize investment, and evaluate impact.

• Business fluency in English and Korean.

DESIRED EXPERIENCE

• Experience in life sciences, technology, professional services, or another highly regulated, knowledge-intensive sector.

• Professional certification or advanced training in OD, coaching, change management, talent assessment, psychometrics, learning, or project management.

• Experience partnering with regional/global centers of excellence and adapting global frameworks to local market needs.

• Experience with digital learning, people analytics, workforce insights, and AI-enabled HR or capability solutions.

CRITICAL FUNCTIONAL CAPABILITIES

Strategic & OD

• Organization diagnosis and design

• Culture and behavior change

• Employee experience and engagement

• Change strategy and adoption

Talent & Capabilit