Senior Director, HR-Front Line Care

This is where your work makes a difference. At Baxter, we believe every person—regardless of who they are or where they are from—deserves a chance to live a healthy life. It was our founding belief in 1931 and continues to be our guiding principle. We are redefining healthcare delivery to make a greater impact today, tomorrow, and beyond. Our Baxter colleagues are united by our Mission to Save and Sustain Lives. Together, our community is driven by a culture of courage, trust, and collaboration. Every individual is empowered to take ownership and make a meaningful impact. We strive for efficient and effective operations, and we hold each other accountable for delivering exceptional results. Here, you will find more than just a job—you will find purpose and pride. Your role at Baxter: Develop and implement the human resources strategy for Front Line Care in support of the business unit’s growth, innovation, quality and margin objectives and the desired Baxter culture. Serve as the principal HR advisor and coach to the President of Front Line Care and the FLC leadership team on organizational design, workforce planning, talent management and development, leadership effectiveness, total rewards, employee relations and change management. As a member of the Baxter HR Leadership Team, contribute to the shaping of enterprise people strategy, standards and HR operating model — not only its adoption within FLC. Success in this role requires strategic oversight and design capability coupled with the credibility and appetite to drive tactical execution personally and through a team, in a matrixed, highly regulated, multi-site environment. Organizational Relationships Reports to: Chief Human Resources Officer, Baxter International. Business Partner for President, Front Line Care. Supports Front Line Care LT/direct reports to President Leads: a team of HR Business Partners and HR professionals supporting FLC commercial, R&D, operations, quality/regulatory and enabling functions. Peers: HR leaders for Care & Connectivity Solutions, Medical Products & Therapies, Global Operations, and the enterprise functions; leaders of the Talent, Total Rewards, Talent Acquisition, HR Operations/People Services, HR Strategy, HRIS, and People Relations Centers of Excellence. Key business interfaces: FLC Finance, Legal and Compliance, Communications, Quality & Regulatory, Global Operations and Supply Chain, and regional/country HR leadership. Essential Responsibilities Business Partnership & People Strategy Translate business strategy into a people strategy. Develop, gain alignment on and execute a multi-year HR plan for FLC that is explicitly tied to revenue growth, innovation pipeline, quality, service and margin commitments; monitor its effectiveness continuously and pivot as conditions change. Act as a full member of the business leadership team. Contribute to commercial, operational and investment decisions with an independent point of view, not only on the people implications of decisions already made. Develop organization strategy. Identify and research human resources issues affecting the business; contribute information, analysis and recommendations to strategic direction; establish HR objectives in line with organizational objectives. Represent FLC into enterprise HR. Bring business-unit requirements into the design of enterprise HR programs, and act as an owner of enterprise HR outcomes as a member of the HR Leadership Team. Establish effective operating processes with the leadership team — including prioritization, resource allocation, decision rights, operating rhythm and governance — and drive the organizational alignment that enables strong partnership with functions inside and outside the business unit. Organization Design, Effectiveness & Workforce Planning Continually assess the effectiveness of the business model and organizational dynamics and lead efforts to realign or refocus structure, roles, spans and layers, and accountabilities as needed. Lead organization design work across a complex, multi-site, matrixed footprint spanning R&D, regulated manufacturing, quality, commercial and service, balancing global consistency against local and regulatory requirements. Own strategic workforce planning for FLC: capability gap analysis, build/buy/borrow decisions, critical role identification, location and footprint strategy, and cost-to-serve; partner with Finance on headcount planning, productivity targets and the annual operating plan. Design and lead restructuring and cost actions where required — including consultation processes, selection criteria, risk mitigation, and the leadership and communication plans that protect delivery and morale through change. Partner with the leadership team on team effectiveness — diagnosing leadership team dynamics, clarifying accountability, and facilitating interventions that improve how the top team operates. Talent Management, Development & Succession Own the talent agenda for the business unit: talent reviews, calibration, succession planning for critical and executive roles, and accelerated development plans for high-potential talent. Build technical and leadership capability in scarce, competitive skill areas relevant to FLC — including software and connected-device engineering, data and AI, systems and hardware engineering, regulatory and quality, and clinical and commercial excellence. Partner with Talent Acquisition and Executive Search on executive staffing, pipeline strategy, employer brand in key geographies, and the quality and speed of senior hiring decisions. Drive performance management across the business unit: goal setting, ongoing feedback, year-end review, differentiation of performance, and management of underperformance. Champion career pathing, internal mobility and retention for critical talent, using data to anticipate flight risk rather than react to it. Executive Coaching & Leadership Development Proactively coach senior leaders — including the FLC President and their direct reports — on leadership effectiveness, executive presence, decision making, team building and personal development, offering candid counsel and constructive challenge. Assess leadership capability against current and future business requirements and act decisively where capability, capacity or behavior does not meet the standard. Onboard and integrate senior hires and newly promoted leaders to accelerate their time to contribution. Culture, Engagement & Change Shape and reinforce the desired culture across the business unit, translating Baxter’s mission and values — courage, trust, collaboration, ownership and accountability for results — into observable leadership behaviors and management practice. Lead the engagement agenda: survey design input, interpretation of results, action planning with leaders, and follow-through that is measured rather than assumed. Serve as change leader for major business transitions — operating model shifts, systems implementations, site changes, portfolio moves and integration activity — including stakeholder analysis, communication planning and leader enablement, in partnership with Communications. Advance diversity, equity and i