Global HR Portfolio Lead

• Compensation: USD 160,500 - USD 305,000 - yearly

About Abb Vie

Abb Vie's mission is to discover and deliver innovative medicines and solutions that solve serious health issues today and address the medical challenges of tomorrow. We strive to have a remarkable impact on people's lives across several key therapeutic areas including immunology, oncology and neuroscience - and products and services in our Allergan Aesthetics portfolio. For more information about Abb Vie, please visit us at  .

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Position Summary

The Global HR Portfolio Lead is a critical role within Abb Vie's People Strategy & Transformation team, responsible for creating and sustaining an enterprise-wide view of the work delivered by HR. The role will establish the global HR portfolio across three connected categories: annual strategic priorities, ongoing run-the-business programs and services, and locally managed programs and services across affiliates and regions.

Reporting to the leader of People Strategy & Transformation, this role connects people strategy to execution by building the portfolio, governance, technology, integrated roadmap, and decision forums required to improve prioritization and portfolio value. The portfolio will provide the CHRO and HR Leadership Team (HRLT) with a clear view of commitments, timing, dependencies, capacity, risks, and outcomes, enabling disciplined trade-offs across global and local work.

This role is for a pragmatic portfolio leader who can operate in ambiguity, create clarity across a complex global HR ecosystem, and translate strategy into simple, sustainable processes. Success will be defined not by producing project summaries, but by enabling higher-quality decisions, reducing activation friction, strengthening accountability, and increasing the impact of HR investments on employees and the business.

Create and maintain a comprehensive global HR portfolio that provides visibility into strategic initiatives, run-the-business programs and services, and local or regional HR programs and services.

Define a practical portfolio taxonomy, minimum data standards, ownership expectations, and governance model that create a consistent view of HR work across Centers of Excellence (COEs), Business HR (BHR), regions, and affiliates.

Connect the portfolio to the People Strategy & Transformation team's broader mandate for HR strategy, annual prioritization, planning, budgeting, technology strategy, and transformation, ensuring portfolio insights translate into action.

Ensure the portfolio reflects strategic alignment, clear outcomes, realistic delivery commitments, dependencies, resource requirements, risks, and expected employee and business value.

Lead the evaluation and recommendation of the right technology platform to house the global HR portfolio, in partnership with HR Technology, BTS/IT, and key stakeholders.

Define business and user requirements for a solution that allows program teams to manage detailed project information while enabling leaders to access concise, decision-ready portfolio views.

Establish the information architecture, data standards, reporting requirements, role-based access, and integration needs required for a trusted global source of portfolio information.

Guide implementation and adoption of the selected solution, balancing enterprise visibility with simple, low-burden maintenance for project and program teams.

Create and maintain an integrated, multi-horizon roadmap as the executive-level output of the global HR portfolio.

Provide the CHRO and HRLT with visibility into major HR activations, business moments, dependencies, decision points, and periods of concentrated change.

Identify friction points created by overlapping HR activations, conflicts with critical business moments, and cumulative demand on employees, managers, and HR teams.

Enable fact-based sequencing and trade-off decisions that account for both HR delivery capacity and the capacity of the business and employees to absorb and metabolize change.

Design and implement clear portfolio intake processes with central HR teams, including COEs and BHR, and with global, regional, and local HR teams.

Define the minimum project and service information required to support enterprise transparency, prioritization, sequencing, risk management, and decision making.

Establish ownership, validation,…