Redefining the role of HR leadership in redesigning work

More than 170 HR leaders and business leaders discussed topics including modern HR mindsets, flexible working, and employee wellbeing during HR Leadership Series: Live.

Today’s CHROs need to embrace a modern HR mindset to help their organization develop an inclusive, goal-driven culture that engages employees, said Gaston CarrionStrategy & Consulting, Managing Director, T&O/Human Potential APAC Lead & Global Employee Experience Lead, Accenture.

Speaking to over 170 HR and business leaders in Singapore as part of his keynote at the first HR Leadership Series: Live on September 8, Carrion emphasized, “Our research revealed that ‘By meeting six basic human needs through work, businesses can unlock their people’s full potential.

Including items such as financial, emotional and mental, relational, physical, determinedand employableCHRO’s role, he added, is to help employees create a boundary between work and life, while keeping them employable through upskilling and retraining.

As the way we work continues to evolve, winning the war for talent will also depend on the total employee experience.

“The successful design and delivery of employee experiences requires us to take a holistic and thoughtful approach to balancing the relationship between the physical, digital and human dimensions of work,” Carrion said.

Excessive time spent at work created persistent stress that wore employees out and chose to quit their jobs, said Stephanie SilvesterChief Marketing Officer, Asia-Pacific, ADP.

Citing ADP findings People at Work 2022 report, she pointed out that in addition to working hours being a major source of stress, employees having to take on more responsibilities without a pay rise are by far the biggest stressor facing employees today. today.

She continued, “Time translates into flexibility, and flexibility is highly desired. Employees want to be able to build their time around fulfilling their obligations to their families. The challenge is that when employees use the flexible work arrangements that employers offer them, they are subject to intense scrutiny. »

“Flexibility is important and not a luxury. It is a fundamental expectation to be able to live a life that combines the family commitments of the employee and his social contract with the employer.

When developing their HR strategies for 2023, organizations should focus on workforce trends they can control and help their workforce develop the skills and competencies needed to succeed. , recommended Low Peck KemHuman Resources Manager and Advisor (Workforce Development), Civil Service Division, Prime Minister’s Office, Singapore.

As workplace emotions continue to evolve in terms of employee loyalty and dedication to work, human development and ESG are becoming increasingly important to organizations, added Doctor Bob AubreyFounder & Chairman of the Advisory Board, ASEAN Human Development Organization (AHDO).

During a fireside chat, Dr. Bob and Low discussed how the job should no longer be viewed as just a job description. Instead, organizations should create a more inclusive work environment that shows employees that you care about them and want to invest in them.

“Support employees to upgrade and retrain, so they can continue to be relevant and can contribute to the organization and communicate with them about why certain decisions are made,” said Low.

To be truly disruption-proof, organizations must build a solid foundation that goes beyond a mindset of agility, said Rob SquiresVice President and Head of Sales for Asia and Japan, Ceridian.

This, he added, involves adopting a change-ready culture and having agile systems that can quickly adapt to changes as they occur.

The addition to Squires’ comments was Suyin EnriquezVice President, International HR, Ceridianwho highlighted how a change-ready culture can help create an environment in which employees feel comfortable accepting change.

Organizations can, for example, implement comprehensive diversity, equity and inclusion (DEI) and employee retention programs, or offer more flexible roles across the organization, she suggested. .

She further encouraged employers to create an environment where employees feel they have the space to reflect on their personal development within the company.

“As business leaders or as human resource managers, we need to help create the mental space, and learning needs to be employee-led but manager-enabled. Employees need to take responsibility and understand what they would like to accomplish, but managers need to help them along the way by guiding and coaching them.”

A community-first approach encourages inclusivity and fosters a culture of well-being in the organization, said Leon Leongco-founder, MindFi.

Drawing on studies from the World Health Organization (WHO) that show the prevalence of anxiety and depression around the world due to the pandemic, he added: “Community support is essential. well-being at work. Unfortunately, there is little or no awareness of Employee Assistance Programs (EAPs), resulting in low usage. »

Because traditional EAPs are individualistic, reactive, passive, stigmatic, inhibitory, and represent a “check mark,” Leong recommended community-first EAPs that can more effectively improve psychological safety, reduce social stigma, and promote open conversations. on topics related to mental health and well-being.

These EAPs, which can include the combination of private counseling and coaching with group sessions, are designed to be social and community-based, proactive and preventative, inclusive, empowering, and focused on promoting organic growth and a culture of wellness,” Leong explained.

Moving forward, the HR sector must learn from the challenges posed by the pandemic, including the talent shortage, said Alvin GohExecutive Director, Singapore Institute of Human Resourceswho moderated a panel discussion featuring Federico DonatoPresident, Eurocham Singapore; and David Hendrick Jr.Director, People Development, Center for Healthcare Innovation, Tan Tock Seng Hospital.

Donato observed that even though the job market is facing labor shortages, companies can struggle to retain top performers and suggested they look beyond the talent profile and consider their personal traits and characteristics.

He added: “The Singapore market has been very strong which I think is one of the challenges with retention. Over the past 15 to 20 years, it has been harder to retain employees because they can earn more elsewhere. In the banking sector, for example, it is extremely competitive to retain employees and provide them with reasons to stay. »

Advocating for the approach of providing employees with lifelong employability and the infrastructure for lifelong learning, Hendrick also provided another perspective on employee retention. “The other way of looking at it is that when an employee leaves, we at least know that we’ve helped them train for the industry and they’re leaving as a better person.”

With employees no longer wanting to be part of an organization that is not goal-driven, the priority for HR leaders is to develop a goal-driven culture that can attract and retain the talent they need, a declared Elisa MallisManaging Director, Asia-Pacific, Center for Creative Leadership (CCL).

While discussing the key areas HR leaders should focus on heading into 2023, Mallis also highlighted how HR leaders must cultivate a safe environment where they balance flexibility and control as they seek to lead their organization in a hybrid world.

She also provided new information on the main finding of the new CCA study. Global Asian leader: from Asia, for the world report, which outlines a five-step action plan for future global Asian leaders, as well as the organizational changes needed to create a diverse leadership pipeline.

“While Asian talent has grown tremendously across multiple leadership attributes over the past decade, our latest research reveals an alarming trend over recent years of declining representation of Asian leaders on top multinational teams. There has never been a more important time for global Asian leadership to better equip organizations to overcome the enormous regional and global challenges we face,” concluded Mallis.

Organized by HRM AsiaHR Leadership Series: Live brought together over 170 HR and business leaders across Asia to discuss critical strategies that prioritize hybrid leadership and change management skills.

To provide more key insights into the role the HR manager can play in shaping work in 2023, HRM Asia will also be hosting the CHRO series, which will take place on October 20 (CHRO Indonesia), November 17 ( CHRO Malaysia) and December 1 (CHRO Singapore).

Join us and participate in the discussion on how, as a CHRO, you can implement HR strategies with impact!

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