As the largest physical security services company in the U.S., AlliedBarton Security Services employs more than 55,000 people. But even with a large workforce and approximately 100 offices around the country, the company has developed a unified culture and brand based on leadership and employee development that is essential to its daily service delivery in every interaction with customers and the public.

“It becomes a cliche in the HR community that people are the most important asset,” Senior Vice Preisdent of Human Capital Management and Chief People Officer Jim Gillece said. “But there’s nothing more true for us. It’s hard to separate that from our basic strategic business initiatives. Developing people is not only our talent management strategy, it’s our company mission. Investment in our people is imperative, considering our growth.”

Gillece has created performance management systems, learning paths, mentorships and recognition programs to cultivate leaders at all levels of the company. Gillece, who oversees 300 human capital practitioners within the organization, said he believes the security industry depends on the quality of its people. Making leadership part of the company’s formal employee development process helps keep the focus on talent.

AlliedBarton’s employee population has doubled four times in the past 10 years. To continue growth, Gillece said his staff will have to improve the ability to coach and have continual conversations to promote the leadership brand.

“Leaders have the ability to adjust to an ever-changing macro business environment,” he said. “To prepare them for this will require accelerating development of the current and next generation of AlliedBarton leaders by making targeted investments to enable these leaders to gain experience and drive business results.”

Prior to joining AlliedBarton, Gillece worked for 17 years at pharmaceutical company Pfizer Inc., where he spent more than 10 years in various marketing and business development positions. His role as director of global leadership education and development, where he was responsible for the development of 6,000 employees globally, piqued his interest. He said the more he was exposed to talent planning and people processes, the more interested he became.