Regional People Business Partner - TbM APA Operations

TBM in APA is about 1,550 colleagues, spread over 17 countries and 30 nationalities. The Region is one of the most critical for TBM operations and plays a critical role in making Gemini a success. The TBM PBP role has grown by around 3 times in the last 1.5 years, with the transfer of several teams into APA TBM, like Sealand, TBM L&S product operations from Area CX and Depots. The role works along with APA TBM PP Focal and PPs across Areas to provide effective partnership to 200+ leaders in APA TBM People Business Partnering includes strategic People partnering roles that focus on aligning people strategies with business goals and objectives. PBPs work closely with senior leaders and create collaborative & consultative relationships witih them. Responsibilities include: consulting and coaching; enabling business change; people solutions advocacy; partnering with the business, talent management, and recruiting colleagues on key talent initiatives (e.g. workforce planning, hi-potential talent development, succession planning, etc.). Management stream includes those who primarily lead people for whom they have employee lifecycle responsibilities including hire/fire decisions, coaching/mentoring, coordination of tasks, appraising performance, pay reviews, and developing for future assignments. The management responsibilities are in addition to job specific accountabilities for objectives such as setting direction and developing business & operational areas, developing policies & practices, and implementing business plans. The planning horizon can vary from short to long term dependent on the career stage and goal achievement is typically accomplished through performance of direct and/or indirect reports. Progression within this stream reflects acquisition of broad technical expertise, business and industry knowledge, and process and people leadership capabilities. A colleague at this level contributes to wider decision making including the development of practices, processes and procedures. They have knowledge and understanding of the business, their own functional area and interdependencies with other functions. They work independently within a broad framework, with a clear level of authority and solves complex challenges based on accurate identification of underlying factors/causes. They have awareness of the potential impact a proposed solution might have outside their own immediate area, and will work cross functional to mitigate as needed. Leaders at this level develop departmental plans based on the functional strategy and execute through a team of professionals. They develop team members by coaching and mentoring to drive performance and build talent pipelines.

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