Serene Chng, IHRP-SP

Some of us in the Singapore HR community got into a lively discussion this week about the 'purpose' of HR. That gave me the opportunity to finally articulate a point of view that I've been nurturing for several years: In my view, the purpose of HR - our raison d'etre, if one would - is to create a 'Sustainably Successful Organisation'. Focussing on 'Sustainable Success' means balancing the short, medium and long term success of the organisation. In the short term, HR must deliver outcomes in hiring, retention, rewards and other talent management and organisational effectiveness areas that enhance the organisation's market competitiveness. In the medium term, HR works to identify and build individual and organisational capability to meet the organisation's strategic objectives. And in the long-term, HR is uniquely placed to be the definer, nurturer and guardian of the culture that enables the organisation's long-term survival and the progressive realisation of its mission. Defining HR's mission in this way helps to reconcile the many, often disparate expectations stakeholders have of the profession. This then translates into three strategic imperatives for HR: 1. Enhancing organisational competitiveness, 2. Developing organisational capability, and 3. Nurturing a sustainable winning culture - one that prioritizes value-based behaviour along with performance. The above three - enhancing competitiveness, building capability and nurturing culture - are precisely how we've articulated our strategic HR imperatives at HOYA Vision Care. And I daresay they serve as an excellent set of touchstones to guide and direct our ongoing priorities. #StrategicHR #UnlockingPotential

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Topic 4: The Strategic Pivot: Elevating HR from Support Function to Business Architect In an era of economic uncertainty and rapid digital transformation, Hong Kong's HR leaders face a pressing mandate: demonstrate undeniable value with increasingly limited resources. This challenge, however, presents a profound opportunity. It forces the evolution of HR from a traditional support function into a central strategic architect of the organization. This is not merely a shift in activities, but a fundamental transformation in identity, impact, and influence. The "operational squeeze" of needing to do more with less is the catalyst for this change. When HR teams are buried under administrative tasks—from processing leave applications to manually sifting through hundreds of resumes—they have no bandwidth for strategic work. The solution lies not in working harder, but in working smarter through intelligent automation and a ruthless prioritization of high-impact activities. By leveraging AI and technology to automate routine processes, HR can free its most valuable asset: human capital. This liberated time and expertise can then be redirected towards initiatives that directly move the business needle, such as designing leadership development programs that directly support new market entry, or analyzing workforce data to predict and mitigate attrition in key departments. This strategic pivot requires HR to intimately connect its initiatives to core business outcomes. Instead of reporting on training hours completed, the focus shifts to measuring the impact of that training on sales performance or product quality. Instead of just filling vacancies, the goal becomes building a talent ecosystem that provides a sustainable competitive advantage. This aligns perfectly with the need to manage multi-generational dynamics and continuous change; these are not separate "HR issues" but fundamental business challenges that require a people-centric strategy. Making this strategic leap is the central theme of the HR Leaders Forum 2025 – Tackling Hong Kong’s Top HR Challenges. This essential event, hosted by AsiaHRM Ltd on November 27, is designed for HR professionals ready to architect the future of their organizations. The agenda, featuring insights from top HR chiefs at AECOM, Société Générale, and Mox Bank, will provide a crucial platform. Through collaborative roundtable discussions, leaders will explore practical strategies for automating workflows, measuring HR's ROI, and securing a seat at the strategic table. This forum is the definitive gathering for those committed to transforming their HR function into a powerhouse of business innovation and resilience. HR Leaders Forum 2025 - Tackling Hong Kong's Top HR Challenges https://lnkd.in/g8MXff5N HR Leaders Forum 2025 - Tackling Hong Kong's Top HR Challenges By AsiaHRM Ltd Nov 27 from 2pm to 5pm GMT+8

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AI is reshaping HR! From skills-based strategies to agentic AI, the future workplace is human-centric, intelligent, and interconnected. #HRTrends #FutureOfWork

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Don’t just automate—elevate with AI. If HR only delivers headcount reduction, we risk being on the wrong side of history. A few positions I shared recently on where AI in HR really stands today, in a recent podcast with HRM Asia • 🤖 AI adoption isn’t one thing. It helps to think in stages: task automation, process redesign, and then the harder work around culture, governance, and trust. Focusing on only one creates imbalance. • 🧠 Think of AI as a super-smart trainee. Fast, capable, but with no understanding of your organisation. It needs context, guidance, learning and supervision to be useful. • 🔄 HR roles and capabilities needed are changing. The emphasis shifts toward upskilling HR teams, increasing AI literacy, and building familiarity with how these tools behave in real HR work. • 🧪 Experimentation is no longer optional. The success stories tend to come from teams already using simple tools today — drafting content, summarising insights, supporting learning design, running selection. If HR teams aren’t experimenting with these basics now, they are already falling behind. • 🎯 Real HR domain expertise still matters more than tools. Without a deep understanding of coaching, performance management, learning, and workforce design, AI simply scales poor practice. • ⚖️ There is no free lunch. AI costs money, energy, data, platforms, and governance attention. It requires ownership and deliberate trade-offs. • 🌱 Efficiency alone isn’t the point. The real value is improving work quality and employee experience — not just making existing work faster. These themes are captured in a recent article and podcast conversation with HRM Asia 📖 Read the article here: https://lnkd.in/gmXupzwK Similar thoughts and further great insights by : Josh Bersin Matthias Zeuch Andrew Ma PhD EMBA David Green 🇺🇦 Anna A. Tavis, PhD Brooke Weddle Dave Ulrich Jean Martin Dr Kate Barker Jacqui Canney Christopher Rainey #AIinHR #HRTransformation #Leadership #FutureOfWork #CHRO

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Picture this: If job markets have a pulse, then right now, it’s beating slower. Definitely not flat line. 🩺 A recent piece on Business Insider about the 2026 “job market freeze” got me reflecting: Is it a pause, or a pivot? 🤔 Here in Singapore, we’re no strangers to volatility. But what feels different this time is the undercurrent. Companies aren’t just cutting costs, they’re simply rewiring for resilience. They’re slowing hiring, not because they’ve stopped growing, but because they’re rethinking what growth means in areas such as AI, automation, strategic redeployment and partnerships. It’s less a freeze than a major recalibration or reset. ⏸️ ⏹️ ▶️ For professionals, this isn’t about waiting it out. It’s about leaning in. When external hiring slows, internal mobility heats up. Skills become your currency, especially those that are future-ready. Can you cross-function? Upskill in AI literacy? Lead through ambiguity? 🤔 This “freeze” might just be the wake-up call we need to future-proof our careers. Instead of fearing the chill, ask yourself: what can I build while the ground is firm? Winter is not coming; it is here. 🥶 What’s one skill you’re sharpening during this shift? Drop a comment and let’s learn together. 🤝 Let's connect --> https://lnkd.in/gRnZYyZi 📞 Let's collaborate --> https://lnkd.in/gEG83dMA Drop a “💬” if you’re currently upgrading your circle #FutureOfWork #SingaporeCareers #JobMarket2026 #SkillsOverTitles #CareerResilience #Upskilling #WorkforceTransformation #BusinessInsights

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When remote work requests started rising after COVID, we knew we couldn’t handle them case by case forever. Some employees wanted to work remotely for a few weeks. Others wanted to move countries. Some assumed we could sponsor visas. Others assumed we didn’t need to know. At ResMed, we saw an opportunity to stop reacting - and start designing. We built a global remote work policy that breaks down requests into structured tiers: Under 30 days: Employee must already hold valid work rights. No visa sourcing. 30–90 days: Host country must have a ResMed entity. Compliance is reviewed. Over 90 days: Requires full business case and feasibility scoping before it’s considered. I recently joined @Paul on @ PerchPeek Pods to also discuss: - How can you get internal buy-in for a remote work strategy and budget approvals? - How can companies manage compliance challenges of international remote work? - How did ResMed structure its remote work policy into clear 30-60-90 day buckets? - Why should remote work fall under the Global Mobility function? Check the link in the comments for the full conversation! PerchPeek Pods #57: With Jovina Rasiah, Global Head of Mobility, ResMed: ResMed’s Remote Work Playbook: Building Structure Around Employee Flexibility #RemoteWorkPolicy #GlobalMobility #CrossBorderWork https://lnkd.in/ga7iSD47

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Beyond traditional HR responsibilities, chief people officers (CPOs) now play a broader role in shaping business strategy and driving long-term growth. Our colleague Louise Huang shares how CPOs can lead with a people-first mindset, strengthen engagement with the CEO and board, and apply data-driven thinking to drive impact. Read the full article in People Matters: https://lnkd.in/g6YaEVyQ #CPOs #HR #Leadership #Talent

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Workforce challenges aren't going away, so how can health systems evolve? This week on Sg2 Perspectives, explore the Human + Workforce model, where people and technology team up to meet care demands in smarter, more scalable ways.

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The World Economic Forum just released its Chief People Officers Outlook — and it reinforces something I’ve believed for a while: the people function is no longer a “support” role. It’s now central to resilience, transformation, and growth. Reading the report, a few things stood out to me through our "More, Better, Now" lens: - More (availability of Talent) → Companies are rethinking structures and talent models, with global, flexible approaches emerging as a real advantage. - Better (Talent quality) → Culture and purpose are back at the top of the agenda. In an era of fragmented work and shifting expectations, leaders need to actively foster cohesion and trust — especially as AI reshapes how we work. - Now (Talent movement) → AI is the urgent frontier. Redesigning jobs, upskilling people, and protecting against risks like skill loss and inequity aren’t “future” issues anymore — they’re today’s priorities. I also loved one line from a CPO in the report: “You can’t separate people and business anymore.” That feels like the essence of More, Better, Now — building systems that deliver more performance, developing leaders who do it better, and focusing on what matters right now. Worth a read if you’re thinking about the future of work: https://lnkd.in/dJ-cWqAX Something that Angela Lane and I will start off with in the upcoming Strategic Talent Management program at Porto Business School. DM me if you consider attending. #TalentStrategy #talentmanagement #MoreBetterNow #CHRO #CPO

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PwC’s 2024 Asia Pacific Workforce Hopes and Fears Survey reveals a region in flux — with 75% of workers eager to embrace change, yet 59% feeling overwhelmed by its pace. Based on insights from 19,500 employees across 14 territories, the report highlights: 🔹 Top workplace changes: new tech adoption (48%), increased workload (46%), and shifting team structures (43%) 🔹 62% of workers report job satisfaction — a 5% rise from 2023 🔹 Upskilling is critical: nearly half say it influences their decision to stay or leave a job 🔹 GenAI adoption is rising, but barriers like access and awareness remain As transformation accelerates, organizations must balance innovation with empathy, ensuring employees feel supported and empowered. https://lnkd.in/gWbZHkXG

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AI isn’t just transforming technology — it’s redefining how teams work and grow. At Medtronic, we’re tapping into AI to unlock new levels of creativity and enhance the human touch across our workforce. I recently spoke with Jeanne C M. at Forbes about the exciting ways we’re embedding AI into employee development — including an innovative sales training pilot in our Surgical Operating Unit that combines AI and virtual reality. The results? Higher confidence, stronger knowledge retention, and greater efficiency. This is just the beginning of how we’re using AI to empower our people — and amplify our impact on healthcare. Read more: https://lnkd.in/gJhmjijv

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🎓 Beyond the Classroom | Confidence Meets Courage 💥 Following Andrew Miles' powerful reminder that “pain makes us grow”, we continue the conversation on what it really takes to lead. In our latest #beyondtheclassroom session, we welcomed Ling Liu, Chief Region Leader at Philips Greater China and Executive Committee Member, who offered a striking perspective on leadership from the inside out. 🎥 In this clip, Ling shares why true leadership starts with two qualities: 🧭 底气 (Dǐqì) – confidence built through deep preparation, expertise, and integrity 🗣 勇气 (Yǒngqì) – the courage to speak up, even when it’s uncomfortable “Confidence is not about swagger. It’s about being ready to win. Courage doesn’t come for free—it comes from that deep confidence.” 💬 A must-watch for any leader learning to stand firm, speak up, and create space for truth in the room. #ceibs #gemba #1ftranked #beyondtheclassroom #leadership #womennleadership #integrity #courage #philips #executivepresence

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Insightful discussion from yesterday's webinar on Singapore Talent Trends. Key themes: - Talent acquisition and retention in Singapore is anticipated to become more challenging in the future - Employee value proposition and work arrangements continue to be significant factors in making employees consider a job change, and companies need to think of more effective ways to attract and retain talent - HR & Global Mobility need to reposition and adapt their strategy to address changing business needs in deploying talent across the organization If you missed it - you can watch the recording on-demand https://lnkd.in/gZJuW-_3 Download the full report as well to capture the full details and other key insights https://lnkd.in/gWR-3ujR #HumanResources #GlobalMobility #TalentManagement #Singapore #Compensation #Benefits #TotalRewards

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"More than three in four (78%) APAC respondents believe that employers should provide access to AI tools to equip them for the digital world ahead." says this article from HRD Asia. (link in comment) When I researched GenZ attitudes a couple of years ago, this trend was already clear: they wanted the best of tech, since it is there, available. Gen Alpha will only have higher expectations in my view. Some companies I work with have already their own inhouse "GPT" . What about you? What are you doing to use AI wisely? #ai #behaviouralchange #teamcoaching #genalpha

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