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From Spinoff to Top Company to Work for: How Talent and Culture Drove a “$20 billion start up” in less than three years

Talent Leadership as a Business Driver

It’s a given that leaders today face threats faster, and from more vectors than ever before. As a result, we want executives to be more agile, more strategic, more collaborative, more engaged and engaging – and we want it earlier in their careers than ever before.

So, how does leadership development grow this kind of leader?

In 2013, AbbVie spun off from global healthcare leader Abbott Laboratories. On Day One, it found itself a brand new global biopharmaceutical company with a rich 125 year history of patient care. This put Human Resource leaders in a unique position of balancing the best of the old with an eye to new philosophies and
new culture drivers that would feel uniquely AbbVie – all while establishing from scratch the separate systems and processes an HR function needs. AbbVie started this journey by establishing its strategy and Talent Philosophy that lives in everything it did and continues to do. Today, every practice, process and how
AbbVie grows and develops people is based upon the foundational components of transparency, performance, accountability, behaviors and differentiation.
In less than three years, AbbVie enjoys engagement levels at 80 percent (exceeding best-company benchmarks by 4 percent), a culture score at 72 percent (a 12 point increase from 2013), and an 82 percent favorability rating on trust. AbbVie also has received more than 20 Great Place to Work and Top Employer awards globally.

In 2015, Business Insider named it the most Meaningful Company to Work For. In this speech, Tim Richmond, Senior Vice President, Human Resources, AbbVie, speaks to lessons learned in establishing a new HR function from a global perspective, including
• How HR functions can align themselves to business goals and demonstrate how they drive business performance.
• Why services aren’t just administrative, back office or overhead; they are an integral component to a positive employee experience that supports and drives culture.
• How to build a strategy that addresses the here and now while preparing for the future by assessing macro trends affecting the industry – changing employee expectations, increasing demand on efficiencies, competition for the talent pipeline and more.
• How to define, build and execute against a culture strategy in a short period of time, when the odds are against you.

About Dr. Ev D'aMigo; PhD

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