The World of HR

Welcome to the HR World of 21st century ...



HR plays a pivotal role significantly contributing, shaping and influencing the long term plans of organisations. Key contribution include:

  • Conducting strategic workforce planning such as application of supply chain framework to understand longer term workforce needs and supply, sustaining the talent pipeline, and effectively managing costs, compliance, regulatory and risks considerations.
  • Minimising any human capital related risks as part of an organisation’s enterprise risk management and to ensure HR practices are sustainable.
  • Serving as a strategic adviser in merger and acquisition or organisational restructuring efforts to ensure exercises are value-accretive from a talent perspective.
  • Optimising human capital spend and understand where to invest to yield the highest business financial returns
  • Shaping and reinforcing high performing organisation culture
  • Apply understanding of business operating model to develop an agile HR strategy and operations.
  • Develop robust understanding of complex workforce wants, needs and preferancese balance key stakeholders interest



One of key enablers for HR to play strategic role is harnessing technology to mine data that may not be accessible previously and using this data to draw uncommon insights.

No longer is data analytics focused on analysing employee data for lagging indicator for headcount report and staff attrition rates. Now, they also focus in generating predictive and leading indicators to inform future workforce trends.

Using similar customer data analytic concepts, leading organisations are now hiring data scientist to ensure they can place the right people in the right place, time and the right cost.

HR decision making will increasingly backed by data insights, introducing an element of science to the art of people management.



Employer branding by organisations can no longer be distinguished from its consumer brand. A well aligned consumer and employer brand can deliver exponential benefits to the organisation. A strong employer brand allows an organisation to be talent magnet to hire the best, which will turn benefit the business as well as to reinforce the brand.

The consumer experience of an organisation’s brand promise is very often shaped by interactions with its employees.

The recent study also found that increasingly employee expect a consumer like experience from their employers. No longer have they had the same workforce expectations as generations before-The HR function will be expected to apply consumer marketing and branding approaches to meet employee needs.

Social media has transformed how companies manage their employer branding, and HR will increasingly leverage on this new channel to access untapped talent segments. In tandem with this, HR will also expected to raise its digital quotient.



Hr plays a pivotal role in enhancing the value of human capital assets through strategic talent management efforts and aligned performance management and reward programmes.

Often, companies share price and valuation can be impacted by unexpected talent movement and merger deals called off due to talent related concerns-this clearly demonstrates that an organisation’s workforce can no longer be simply viewed as a cost item but can be a strategic asset that needs constant investment.

Well-designed talent management interventions can ensure the firm has a sustainable talent bench strength to deliver on its longer term strategy.

Effective performance management and reward programmes which are aligned with shareholders interest can result in value creation, for instance growth in share price, increase market capitalisation, etc.

The value creation would in turn increase the visibility of the company to other potential investors and talent as well.





Good People/Communication Skills


Good with Operational Skills

Business Acumen

Average Numerical skills


Tactical & Short Term

Strategic & Long Term

Back Office Support

Customer Experience

Enforce Policy/Gatekeeper

Solution-based problem solver


Professional & collaborative




By Sandy Clarke & Mary Chua (talent & rewards leader, Towers Watson Malaysia)

Once upon a time, HR professionals would take care of employee administration and keep track of payroll for their organisation. HR professionals had what we might politely term “office jobs”, and were seen to be very much separate from decision making process of senior management. Now, decades later, HR professionals are urged to become strategic partners in advising leadership teams, and are being steered towards sitting at the executive table as crucial part of decision –making. This is largely due to the increasingly global nature of workforce, which requires engagement, innovation, and diversity to manage effectively-qualities that hr professionals need to possess, in order to bring human resources to the next level.

As South East Asia faces a number of challenges in harnessing top talent to bolster the region’s economic performance, there has never been a greater need for investment HR, nor a more urgent need to recognise not only the vital role HR plays in the success of organisations, but also the diverse ways in which its plays that role. Of course, as HR professionals continue to develop, it main challenge lies in helping leaders understand the strategic value those areas add to business success, considering business needs when developing their solutions and framing them as such.




HR plays a critical role in looking to the future to ensure the sustainability of the organisation’s human capital, as well as taking care of the employee experience & engagement within the organisation, while simultaneously being trusted adviser to the Board and Senior Management. Such is the diverse nature of HR today’s business community, Hr professionals are key to ensuring that all aspect of business are able to grow, develop and thrive. This is seen through providing a range of services and performing a number of functions in roles such as strategist, data scientist and brand ambassador…and many more.

Chief Employee Experience Officer (CEEO)

  • Futurist/Strategist
  • Differentiation-Focused
  • Employee as value
  • Transcend programmes
  • Borderless
  • Board adviser

Chief Human Resource Officer (CHRO)

  • Strategic
  • Business Focused
  • Employee As Asset
  • Direct Programmes
  • International
  • C-suite level


Vice President, HR

  • Broader
  • Organisation-Focused
  • Employee As Resource
  • Design Programmes
  • National
  • Vice president level

Personnel Director

  • Tactical
  • Operational Focused
  • Employee as cost
  • Implement programmes
  • Local
  • Manager/Director level.


Talent is in high demand and many organisations struggle to attract or retain the right people with the right skills in the right roles. In this growth environment, human capital issues are critical to ensure the organisations have the talent and capabilities to achieve business sustainability, competitiveness and success. Traditional HR practices such as performance management and leadership and development are undergoing radical changes. Imagine an organisation where business leaders look to HR for advice as they develop business strategies to drive growth, where HR is considered the developer of talent and leadership across the business and where business leader respect and admire the HR professionals as co-leaders of the business. In South Asia, financial services has led by example, making significant progress in relation to investing in HR talent and development through designing HR functions that deliver business integrated solutions. As reports, many organisation, its time to “redesign HR with focus on delivering high impact business driven solutions, not just efficient administrations. HR business partners must become trusted advisors to business leaders on people matters with the requisite skills to analyse, consult and resolve critical business issues.

Further research also suggest that there have been pockets of progress seen across industries, with telecommunications and technology companies being the early adopters in implementing new HR delivery models, helping to align HR professionals with business leaders in helping to achieve business goals & objectives. Indeed, HR must partner with business leaders to understand and better define the talents supply and demand specific to their organisation critical roles. This will allow for the creations and implementation of a clear workforce strategy to determine which skills are better suited to be developed within the existing workforce verse those recruited externally.

In summary, the most pro-active organisations are prioritising their critical talent management challenges and are reinventing their HR functions to better support these areas. HR and business leaders must be bold and innovative to tailor solutions that are effective for their own business objectives and needs.




Performance Management, the secret ingredients


Organisations are replacing traditional performance management with innovative performance solutions



People Data Everywhere. Bringing the outside in


HR & Talent organisations are expanding their HR data strategies by harnessing and integrating third party data about their people from social media platform


Simplification of work: The coming revolution

Organisation are simplifying work environment and practices in respond to the increasing organisation system complexity and information overload.


Leadership, why a perennial issue?

Companies are struggling to develop leaders at all level and investing in new and accelerate leadership models.




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