HR Business Partner - GSC Upper Merion

An exciting opportunity is available for a motivated HR professional, from within or outside GSK, to join the Global Supply Chain (GSC) HR team as an HR Business Partner.This role provides on-site HR business partnering for the Upper Merion manufacturing site andfor the GSC Global Central Functions, working closely with the site HR Lead and the GSC Central Functions HR Business Leader. The role combines hands-on operational HR delivery with contribution to strategic people priorities, such as workforce planning, organization design and capability building.

Upper Merion is a key site within GSC’s internal manufacturing network, and the GSC Central Functions (including Quality, MSAT, Supply Chain, Engineering & EHS, External Manufacturing and other global teams) provide the expertise, standards and capabilities that enable GSK to deliver medicines and vaccines to patients. Together, these client groups represent approximately 1000+ employees. Based on site, you will be a visible, trusted partner to managers and employees, translating HR strategy into practical delivery on the ground and supporting global initiatives across the Central Functions.

Role split: Time is anticipated to be split approximately 50/50 between the Upper Merion manufacturing site and the GSC Global Central Functions. The balance may flex depending on business focus and priorities, as set by the line leader.

This role will provide YOU the opportunity to build broad HR business partnering experience across both a manufacturing site and global functions, to contribute to strategic HR work, and to progress YOUR career. These responsibilities include:

• Supporting and Delivering Change: Understand the current and future needs of the site and Central Functions client groups. Use data to identify where change is needed and support the design and delivery of practical solutions that help employees adopt and embed change. Coordinate and deliver change activity (e.g., organizational changes, restructuring, consultation processes and site transformation projects) in line with policy and project plans, and contribute to the planning, stakeholder engagement and people impact assessment of more complex or global change programs led by the HR Business Leader.

• Business Acumen: Build a strong understanding of the site’s manufacturing operations, shift patterns, production priorities and performance metrics, as well as the priorities of the Central Functions. Apply this insight to HR activity, prioritising work based on business impact, risk and urgency, and identifying people-related issues and opportunities that affect site and functional performance. Bring this insight to HR strategy and people plan discussions so that site and functional needs are reflected in GSC HR priorities.

• Culture and Engagement: Partner with site and functional managers to understand engagement survey results and develop and deliver action plans tied to business and cultural priorities. Support leaders in creating a safe, diverse and inclusive working environment, and act as a visible on-site presence for employees and people leaders.

• Organizational Effectiveness: Support managers to improve team and organizational effectiveness. Prepare organizational data, structure options and impact analysis to inform decisions, recommend practical design options, and help implement agreed organizational changes, including accurate execution of people processes and systems updates.

• Workforce and Capability Planning: Contribute to strategic workforce planning with the HR Business Leader and site leadership, helping to link business strategy to future capability needs. Gather and analyse workforce data (e.g., headcount, turnover, critical roles, skills and capability gaps) and help implement workforce plans, including recruitment, development and redeployment actions that build the capabilities needed for the future.

• Talent Management and Succession Planning: Drive the annual talent and performance cycle for the client groups, including GSK’s Ahead Together performance conversations, talent reviews, calibration and succession planning. Coach line managers to identify, develop and retain talent and to hold quality development conversations, so employees can reach their full potential regardless of background or differences.

• Employee Relations, HR Governance and Risk Management: Act as the first point of contact for employee relations matters across the site and Central Functions. Apply knowledge of employment law, GSK policies and operating principles to manage cases fairly and consistently, coach managers to address performance and conduct concerns directly and promptly, and partner with Employee Relations and the Employee Response Center on higher-risk or complex issues. Monitor trends and recommend actions to reduce recurring issues.

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