Our people are foundational to our strategy– they are not ‘resources’ that we leverage! Our People team (formerly Human Resources) partners with leaders to engage and attract high performing, diverse, entrepreneurial talent. We continuously challenge ourselves to be BOLD in our thinking, design and delivery of people solutions that enable our people to be the best that they can be and drive exceptional ResMed success.
Role Purpose
The Global Head of Talent is accountable for architecting, governing, and executing Resmed’s enterprise‑wide talent system, ensuring the organisation 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 behaviour from reactive, local optimisation to disciplined, enterprise‑first talent and workforce stewardship.
Key Accountabilities
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 optimisation 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 modelling, 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‑prioritised 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.
- Operationalise 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 optimised 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.
8. Culture, Change & Enterprise Leadership
- Drive sustained leader behaviour change in how workforce and talent decisions are made, reinforced through governance, metrics, and accountability.
- Embed enterprise talent principles into leader expectations, evaluation, and performance outcomes.
- Contribute as a core member of the People Leadership Team, modelling enterprise mindset, rigor, inclusion, and disciplined execution.
Success Measures
The Global Head of Talent owns enterprise outcomes and reporting against the Talent Strategy success measures, including:
- Coverage and readiness of enterprise‑critical roles
- Internal fill rate and internal mobility for critical roles
- Succession depth and risk visibility (ELT, C+1)
- Workforce planning accuracy for priority capabilities
- Regrettable attrition in Top Talent and critical roles
- Measurable ROI from talent and capability investments
- Adoption, effectiveness, and discipline of enterprise talent governance and systems
Experience & Capability Profile
- Senior leadership experience leading enterprise Talent Acquisition, Talent Management, Strategic Workforce Planning, and Capability agendas in complex, global organisations.
- Demonstrated success shifting organisations from reactive hiring to predictive, SWP‑led talent systems.
- Deep expertise in talent data, analytics, enterprise governance, and technology‑enabled scale.
- Proven ability to influence ELT and Board‑level stakeholders on workforce risk, readiness, and capability outcomes.
Personal Attributes:
- Enterprise steward with strong financial and commercial acumen
- Systems thinker who links strategy, data, behaviour, and outcomes
- Outcome‑driven leader with discipline in execution and governance
- Trusted advisor with the courage to challenge local optimisation
This role offers a competitive base salary in the range of $280,000 – $380,000 USD, reflecting the scope and seniority of the position.
In addition to base salary, the role is eligible for:
Annual performance bonus
Long-term incentives (equity)
Comprehensive health and wellbeing benefits
Retirement programs
Actual compensation will be determined based on skills, experience, and internal equity.
Joining us is more than saying “yes” to making the world a healthier place. It’s discovering a career that’s challenging, supportive and inspiring. Where a culture driven by excellence helps you not only meet your goals, but also create new ones. We focus on creating a diverse and inclusive culture, encouraging individual expression in the workplace and thrive on the innovative ideas this generates. If this sounds like the workplace for you, apply now! We commit to respond to every applicant.