HR Leaders Gathered in Singapore at the Offices of PwC

The Chapman Consulting Group hosted its latest HR leader gathering in Singapore at the offices of PwC on Thursday 28th February. The group had a wonderful mix of industry representation and insights. Over 30 HR leaders attended from a range of companies including Coca-Cola, BP, Diageo, HP, UTC, Dell and GE. HR leaders shared their thoughts on three keynote topics and plenty of lively discussion ensued.

The first discussion centered on crossing over from a business role to HR and the associated challenges and opportunities involved. It proved to be a hot topic with insight from others, plus some great views from an individual who had recently made this transition.

Some key take away from the transition to HR from a business role were:

• Make HR results orientated, show the added value and be strong on the numbers.
• Create a culture of constant innovation and change by fostering creativity within HR like the business does.
• Focus on meeting and exceeding expectations and use data to align expectations.
• Know the process and be an expert in the business. Partners need to be process and relationship strong,not one or the other. Focus on culture as well as process. Results achieved on cost/time input critical.

The group also discussed the flip side that business leaders need to adapt to appreciate the HR strengths and understand their talent for success. The group discussed the need to be open to learning and change and to demonstrate patience when a business leader transitions.

The second presentation was a great summary of a major change initiative in engagement and HR led by an HR leader from a top FMCG company. It was fascinating to hear the variety of innovative projects and creative ideas that had worked over a 5 year period. In particular the challenge of ‘golden employees’ (50-60 years old) who were disengaged with the company was primary.

Among the initiatives that really made a difference over 5 years were:

• Alumni creation and smart management;
• sharing the P&L with everyone in the business to build trust; focus on internal hires (was 15% now 50%), but this can take a number of years to be successfully maintained;
• renegotiated union agreements which focus on pay for performance.

In summary, pre work is essential and clear strategic intent has to be at the heart of any change. Engagement and education will then embed the transformation. The next HR Leader gathering of this group will be in Singapore during June.