HRM Magazine Asia Q4 2024 Issue by HRM Asia

NAVIGATING THE FUTURE OF HR

2 0 2 5 E V E N T C A L E N D A R

CHRO Philippines 12 February 2025

CHRO Vietnam 19 March 2025

CHRO Indonesia 11 June 2025

CHRO Malaysia 16 July 2025

CHRO Hong Kong 30 July 2025

CHRO Thailand 27 August 2025

CHRO Singapore 8 October 2025

HEAD OF CONTENT DEVELOPMENT

Shawn Liew

JOURNALIST

Josephine Tan

SALES DIRECTOR

Sharon Yang

SENIOR ACCOUNT MANAGER

Edwin Lim

MANAGING DIRECTOR AND PUBLISHER

Catherine Wong

GRAPHIC DESIGNER

Adrian Taylor adrian.taylor@mac.com

Dear HRM Magazine Asia readers,

As you are reading the latest issue of HRM Magazine Asia, Singapore’s workforce is undergoing change that is quietly slipping under the radar.

From December 1 this year, all employers in Singapore must fairly consider formal requests from employees for flexible work arrangements under the Tripartite Guidelines on Flexible Work Arrangements (FWAs).

Quite how this will play out in the coming months is anyone’s guess, particularly considering increasingly stringent return-to-office (RTO) mandates enforced by the likes of Amazon and Grab.

While the RTO debate rages on, it would be amiss not to recognise that companies have differing organisational needs; there simply is no one-size-fits-all approach when deciding where and when employees should work.

What is more concerning, however, is the apparent lack of consensus, stemming from a lack of communication with employees. Why should any decision that can potentially impact employees be a onesided conversation or narrative written only by employers?

To be an employer of choice that offers an attractive work environment, Singapore national media network Mediacorp adopts a people-oriented approach to flexible work that focuses on employee engagement and understanding individual needs.

the broader benefit of each team,” Lilian Tan, CHRO of Mediacorp, told HRM Magazine Asia

In this issue, we spoke with Lilian on why a people-oriented approach can not only drive successful approaches to flexible work, but also elevate performance in areas such as leadership, learning and development, employee wellbeing, and more.

In this issue, we are also celebrating Asia’s best HR solutions and service providers in Asia through HRM Asia’s annual Readers’ Choice Awards.

This year, 23 deserving and outstanding winners were recognised across 12 diverse award categories for their commitment and innovations, which have empowered organisations to lay the foundations to shape the future of HR.

HRM Magazine Asia would like to congratulate all the winners of Readers’ Choice Awards 2024, as well as you, the leaders who have successfully led your organisations through a challenging but hopefully rewarding 2024.

As HR leaders continue to play a key role in shaping organisational and workforce transformation in 2025, the hope is that they will engage all employees to make collaborative decisions that can create an inclusive work culture for all.

PUBLISHED BY

HRM Asia Pte Ltd 109 North Bridge Road, #05-21 Singapore, 179097 Email: info@hrmasia.com.sg

“By offering flexible work options tailored to individual roles and responsibilities, Mediacorp ensures that employees have the flexibility they need, and our constant solicitation of feedback ensures that arrangements work best for

Read something you like? Or something you don’t? Perhaps there’s some insight we haven’t considered? Have your say on HRM Asia’s news, features, and contributions by emailing: info@hrmasia.com.sg

Along this journey, HRM Asia will continue to strive to remain your source of information and marketing-leading content for HR across Asia. Here’s to a great 2025 ahead!

SHAWN LIEW, Head of Content Development, HRM

Asia

Shawn Liew Head of Content Development

Josephine Tan Journalist josephine@hrmasia.com.sg.

ON THE COVER

8 WHY FLEXIBLE WORK IS THE CORNERSTONE OF MEDIACORP’S EVOLVING WORKPLACE CULTURE

With over two decades in HR leadership, Mediacorp’s CHRO Lilian Tan reflects on hybrid work as a transformative force reshaping flexibility, collaboration, and inclusion in today’s workplaces.

33 READERS’ CHOICE AWARDS 2024 COMMEMORATIVE GUIDE

Now in its 10th edition, HRM Magazine Asia’s Readers’ Choice Awards 2024 celebrates the top HR professionals and leading HR technology solutions providers across the AsiaPacific region.

10 WHAT’S HAPPENING IN HR TECH?

The 27th HR Systems Survey reveals key insights into the evolving HR tech landscape, highlighting trends like HRMS churn, platform clusters, and the growing need for specialised HR tech roles.

12 ASIA HR LEADERS SPOTLIGHT: BABU JOSE KALLIATH OF NOVO NORDISK

Babu Jose Kalliath, Vice-President of People and Organisation at Novo Nordisk Asia-Pacific, shares insights into workforce transformation, employee wellbeing, and his goals for 2025.

14 SEVEN KEY HR AND WORKPLACE TRENDS FOR 2025

H3 HR Advisors’ 2025 Workplace Trends Report highlights seven critical shifts reshaping the future of work, from hybrid models to AI adoption and mental health support. COMMEMORATIVE GUIDE

info@hrmasia.com.sg

FEATURES

16 HYATT STRENGTHENS DEI COMMITMENT TO CREATE MORE INCLUSIVE WORKPLACES IN ASIA

Hyatt’s commitment to diversity, equity, and inclusion (DEI) is at the core of its people strategy, with initiatives like the Diversity Immersion Programme shaping the future of hospitality.

18 THE FUTURE OF WORK: FLEXIBILITY, COLLABORATION, AND PURPOSE

As workplaces evolve in the post-pandemic era, a shift towards solution-oriented workstyles is reshaping productivity, collaboration, and employee empowerment, according to Paperspace Asia’s latest whitepaper.

20 ORGANISATIONAL LEADERSHIP: TRENDS, CHALLENGES, AND OPPORTUNITIES IN 2024 AND BEYOND

In 2024, organisations experienced rapid change, prompting leaders to adapt swiftly, and as VanMedia Group’s Founder and CEO Glenn van Zutphen outlines, the leadership trends for 2025 will focus on driving innovation, enhancing communication, and prioritising employee wellbeing.

22 UNLOCKING POTENTIAL:

THE SURPRISING POWER OF EMPLOYEE CHOICE IN WORKPLACE WELLNESS

As workplace stress soars, Caroline Burns, Managing Director at Workplace Revolution, highlights how empowering employees with choices in wellness can transform organisational culture and productivity.

24 TALENT DEVELOPMENT TRENDS IN THE PHILIPPINES

Talent development in the Philippines is evolving rapidly, driven by digital transformation, continuous learning, and the demand for soft skills, leadership, and sustainability, as highlighted by Dr Virgel C. Binghay, Professor at the School of Labour and Industrial Relations at the University of the Philippines, and a Founding Member of the ASEAN Human Development Organisation (AHDO).

26 HR TECH ASIA 2025: UNITING HR INNOVATION AND TECHNOLOGY ACROSS ASIA

HR Tech Asia 2025, rebranded from HR Tech Festival Asia, will feature a four-day immersive experience in May, uniting global HR leaders to explore innovative tech and strategic insights.

28 FROM 2024 TO 2025: HR’S JOURNEY CONTINUES

As HR continues its journey into 2025, the focus will be on enhancing employee wellbeing, championing diversity and inclusion, and navigating the evolving workplace, all while adapting to shifting generational expectations.

29 TOP AI TRENDS ORGANISATIONS NEED TO LOOK OUT FOR IN 2025

As AI continues to transform industries, Jo Ling Sun, Senior Trends Analyst at GWI, highlights five trends organisations must embrace: personalisation, productivity, small models, responsible AI, and creativity-driven efficiency.

THAILAND TO INCREASE MINIMUM WAGE TO 400 BAHT IN 2025 THAILAND

THAILAND’S LABOUR MINISTRY plans to raise the daily minimum wage to 400 baht (US$11.52) nationwide, effective 1 January 2025, as part of the government’s efforts to support employees. The ministry is establishing a new tripartite wage panel to finalise the proposal, which will be presented to the cabinet for approval. While the increase will apply across the nation, small and mediumsized enterprises will be given a oneyear adjustment period.

The wage increase is part of broader plans to further raise the minimum wage to 700 baht (US$20.17) and increase the minimum monthly salary from 15,000 baht (US$432.15) to 25,000 baht (US$720.25) under the current government.

INDIA EMBRACES MENSTRUAL LEAVE POLICIES

INDIA IS SEEING GROWING ACCEPTANCE of menstrual leave policies as organisations and governments recognise the challenges faced by women and transgender employees during menstruation. The pandemic has prompted a shift in employee wellbeing, with organisations like Zomato, Swiggy, and Byju’s introducing menstrual leave provisions. Nonprofits such as Slam Out Loud have also updated their policies in response to employee needs.

On the political front, three state governments introduced menstrual leave mandates in 2023, while others are drafting policies. Despite resistance at the national level, including rejected proposals and Supreme Court rulings, organisations are normalising menstrual health discussions through wellness leave and manager sensitivity training.

THE PHILIPPINES

GEN Z IN THE PHILIPPINES PRIORITISES FINANCIAL STABILITY AND SOCIETAL IMPACT

A STUDY BY ATENEO DE MANILA UNIVERSITY revealed that Gen Z employees in the Philippines prioritise financial stability and meaningful work. Born between 1995 and 2012, they are driven by personal achievement, financial independence, and the desire to support their families. Unlike Millennials, Gen Z values securing their financial future, with many focusing on saving and investing.

Additionally, they aim to make a positive societal impact through their work. Employers can better engage this generation by addressing their needs for career development, financial security, and a sense of purpose, fostering stronger commitment and job satisfaction.

INDIA

SINGAPORE

SINGAPORE TO INTRODUCE WORKPLACE FAIRNESS BILL TO COMBAT DISCRIMINATION

SINGAPORE’S WORKFORCE a proposed workplace fairness bill aimed at protecting employees from workplace discrimination. The legislation will be rolled out in two phases: the first phase, introduced by the Minster of Manpower Tan See Leng, focuses on protecting employees, dispute resolution processes, and addressing breaches. The second bill, to be tabled in 2025, will detail claims procedures and amend the Employment Claims Act.

The new law, expected to be fully enacted by 2026 or 2027, targets unfair practices related to characteristics such as age, nationality, gender, race, and disability. Employers found guilty of serious breaches will face punitive measures, including fines and lawsuits. Employers must also establish grievancehandling processes and protect employees from retaliation. Employees can file claims for discrimination up to S$30,000 (US$22,417), while frivolous claims may result in penalties.

MOTHERHOOD’S IMPACT ON SOUTH KOREAN WOMEN’S CAREERS

NEARLY 70% OF MARRIED WOMEN in South Korea have experienced career interruptions due to pregnancy and child-rearing, according to Statistics Korea. In H1’ 2024, 1.22 million married women aged 15 to 54 left the workforce, a decrease of 133,000 from the previous year.

Among the reasons, 41.4% cited child-rearing, 24.9% stopped working after marriage, and 24.4% left due to pregnancy. The interruptions are often long-term, with 41.2% of women out of work for over a decade. This trend contributes to South Korea’s declining birth rate, with a fertility rate of 0.72 in 2023, highlighting the challenges policymakers face in addressing demographic issues and workforce sustainability.

JAPAN

JAPAN MOVES TO TACKLE OVERWORK CRISIS

JAPAN IS TAKING STEPS to combat its severe work culture. The health ministry aims to introduce legislation in 2026 that would prohibit employees from working for 14 consecutive days or more. This move is driven by concerns over employee mental health, as evidence by the increasing number of compensations claims for work-related stress.

The proposed bill also seeks to simplify overtime calculations and extend labour protections to domestic workers. These measures aim to address the long-standing issue of overwork in Japan and promote a healthier work-life balance.

SOUTH KOREA

SPAIN

SPAIN TO GRANT WORK PERMITS AND RESIDENCY TO UNDOCUMENTED MIGRANTS

SPAIN IS SET TO GRANT RESIDENCY and work permits to approximately 300,000 migrants currently residing in the country illegally, beginning next May. The policy, announced by Spain’s Migration Minister Elma Saiz, aims to address the country’s ageing workforce and will run annually for the next three years.

The new initiative seeks to streamline visa processes and offer additional labour protections for migrants, particularly those working in low-wage, essential roles often overlooked by locals. This includes extending jobseeker visas from three months to a year.

Saiz emphasised that the policy is not just about cultural enrichment but also about bolstering Spain’s prosperity. Spain’s economy, one of the fastest growing in the European Union, benefits from immigration, with foreign employees filling critical gaps in industries like agriculture and caregiving. The policy also seeks to reduce exploitation and prevent human rights violations within the informal labour market.

GERMANY

GERMANY SEES RECORD WAGE GROWTH AMID ECONOMIC STAGNATION

GERMANY SAW ITS FASTEST WAGE GROWTH in over 30 years, with negotiated pay rising 8.8% yearon-year in Q3’2024, according to the Bundesbank. Excluding special payments, wages grew by 5.6%. However, the central bank expects this to be the peak as economic challenges persist. Despite wage increases, Germany’s economy remains stagnant, with growth projected to stay flat in Q4. Inflation is expected to rise due to base effects, while high uncertainty, financing costs, and low industrial capacity may limit investment.

UK

EMPLOYEES IN THE UK FACE EUROPE’S HIGHEST JOB STRAIN

A NEW REPORT HIGHLIGHTED that British workplaces rank among the worst in Europe for long hours, intense workloads, and limited autonomy, without achieving higher productivity. Conducted by the Commission for Healthier Working Lives, the report revealed that 60% of employees face tight deadlines, 40% work at high speed, and only 33% have control over their pace—among the highest job strain levels in Europe. Stress and exhaustion are widespread, with half of the employees reporting feeling burnt out. The report called for urgent reforms to address long hours, work intensity, and lack of autonomy. It also noted that sectors like construction, transport, retail, and hospitality face particularly poor conditions, alongside high-pressure roles such as nursing and teaching.

BRAZIL

ORGANISATIONS IN BRAZIL TURNS TO GENAI TO BOOST WORKPLACE EFFICIENCY

A REPORT BY INFORMATION SERVICES GROUP (ISG) revealed that organisations in Brazil are increasingly adopting generative AI (GenAI) to enhance workplace productivity and foster innovation. The 2024 ISG Provider Lens Future of Work Services report highlighted that large organisations are using GenAI to automate tasks, enabling employees to focus on more creative and strategic work.

Despite challenges such as infrastructure investments, employee training, and data privacy concerns, GenAI adoption is accelerating as part of broader workplace transformations. Additionally, many organisations in Brazil continue hybrid work models, combining in-person and remote work to retain talent and reduce costs.

BRIDGING THE COMMUNICATION GAP IN WORKPLACES IN CANADA

A SURVEY BY EXPRESS EMPLOYMENT PROFESSIONALS and Harris Poll highlighted a communication gap in Canadian workplaces. While 70% of jobseekers believe organisations foster a safe and trusting environment for open dialogue, only 40% feel comfortable discussing personal issues affecting their work with managers.

Generational differences are evident, with Gen Z employees (46%) being most comfortable addressing personal matters, compared to just 37% of Gen X. Furthermore, 15% of employed jobseekers report they cannot speak candidly to anyone at work about concerns, which impacts productivity.

On the employer side, 84% of hiring managers believe their organisations promote honest communication, and 76% think employees should feel at ease discussing personal issues.

US SHIFTING PERSPECTIVES ON DE&I EFFORTS IN US WORKPLACES

VIEWS ON DIVERSITY, equity, and inclusion (DE&I) efforts in US workplaces have become more divided, according to surveys by Pew Research Centre.

Currently, 52% of employees consider a focus on DE&I to be beneficial, down from 56% in February 2023. Meanwhile, 21% now view DE&I efforts negatively, an increase of five percentage points. This shift reflects a growing sense of skepticism, particularly among men and certain racial groups. For example, the share of men who see DE&I as harmful rose from 23% to 29%, while Asian employees also expressed decline in support, with 57% now viewing DE&I positively, compared to 72% in 2023.

Despite these concerns, surveys shows that many Americans believe DE&I practices positively impact underrepresented groups, such as Black, Hispanic, and Asian employees. However, there is increasing concern about the impact of DE&I on White men, with a growing proportion of employees feeling that DE&I efforts may disadvantage this group.

Why flexible work is the cornerstone of Mediacorp’s evolving workplace culture

BY SHAWN LIEW

As a leading HR leader with more than 20 years of experience in human capital management and organisational/cultural change, Lilian Tan, CHRO of Singapore’s national media network Mediacorp, has witnessed significant shifts in the way organisations work.

Yet, she does not hesitate to describe flexible work arrangements, such as hybrid work, as one of the most transformational workplace changes in recent years.

Speaking with HRM Magazine Asia, she said, “Remote and hybrid work models have redefined the traditional work-life balance, allowing employees greater flexibility to manage their personal and professional lives, which has led to increased job satisfaction and wellbeing.”

“The shift to remote and hybrid work has also enabled some organisations to tap into a global talent pool, breaking down geographical barriers and fostering more diverse and inclusive workplaces that drive innovation and creativity.”

There are also inherent challenges, not least in maintaining organisational culture and cohesion for both remote and on-site employees.

Tan offered, “The transition necessitates a shift in leadership and management styles, with leaders now focusing on outcomes rather than processes and developing new skills to manage remote teams effectively.”

While the reduction of physical office space has provided significant cost savings, organisations have had to redesign office spaces to support collaboration and innovation. For those engaging remote employees across borders, they must also navigate the complexities in tax compliance and regulatory requirements.

“The transition to remote and hybrid work models has had a profound impact on the way we work. It has reshaped organisational structures, employee expectations, and the very nature of work itself,” said Tan.

Mediacorp’s people-oriented approach to flexible work in Singapore

While some employers may be genuine about offering FWAs, the transition can be a challenging one.

Tan explained, “Employers need to ensure operational continuity

while accommodating various FWA requests, and how they can balance flexibility with maintaining productivity and meeting business goals. They must assess which roles can be effectively performed under FWAs without compromising performance and output.”

The biggest challenge, however, is changing deeply entrenched mindsets. In traditionally structured organisations, fostering a culture of trust and accountability can be an uphill task. Leaders need to consider how measures can be introduced to address potential abuses of FWAs by a few individuals, while maintaining overall trust across the organisation, said Tan.

Where employees are concerned, while the benefits of FWAs have been well-documented, the drawbacks cannot be ignored either.

Employees who cannot draw the line between work and personal life risk potential stress and burnout and may fear that opting for FWAs could negatively impact their career progression and visibility within the organisation.

The onus, said Tan, is on organisations to ensure that all employees have equal advancement opportunities and access to tools and resources they need to succeed in a remote setting.

She continued, “Effective communication and collaboration can be more challenging in a flexible work environment, requiring employees to adapt to new ways of working and remain connected with their teams.”

“Building trust and demonstrating accountability in a flexible work setting can be difficult, as employees must show that they can be productive and reliable, even when not physically present in the office. Addressing these challenges requires a collaborative approach, clear communication, and a commitment to fostering a supportive and flexible work culture.”

To be an employer of choice that offers an attractive work environment, Mediacorp adopts a people-oriented approach to flexible work that focuses on employee engagement and understanding individual needs.

This includes regularly conducting surveys to gather insights

“In a hybrid set up, we trust our people to focus on delivering outcomes rather than clocking the hours.”

LILIAN TAN, CHRO, MEDIACORP.

on employee preferences and satisfaction with current work arrangements. Open lines of communication between employees and management are maintained to address concerns and suggestions promptly.

Mediacorp’s decision to provide employees with the flexibility to manage how and whether to work from home or office also stems from the trust that starts with respecting employees’ autonomy.

“In a hybrid set up, we trust our people to focus on delivering outcomes rather than clocking the hours. This empowers our teams to take ownership of their work, fostering accountability and reinforcing a culture where staff feel valued, trusted, and invested in the organisation’s growth.”

While tech giants continue to introduce return-to-office mandates, Tan believes that a hybrid work approach represents the best option to create a more inclusive and equitable work environment.

“Hybrid work balances the need for flexibility with the benefits of in-person collaboration and is particularly effective for organisations aiming to foster innovation while respecting employee autonomy,” she said. “It allows businesses to maintain culture and collaboration with giving employees the freedom to manager their time and productivity.”

To ensure business continuity and sustainability, hybrid work is also a useful tool to attract younger generations of employees and grooming them to be tomorrow’s leaders.

Gen Z and younger millennials, observed Tan, value flexibility, autonomy, and work-life balance, which hybrid work supports. These digital natives are comfortable working remotely and often prioritise personal wellbeing and purposeful work environments over rigid structures.

Conversely, they also appreciate the opportunity to connect and collaborate in person when needed, making hybrid work the most attractive option for them, said Tan. “This approach respects the

As part of a continuing drive to be an employer of choice that offers an attractive work environment, Mediacorp’s approach to flexible work is a people-oriented one that focuses on employee engagement and understanding individual needs.

preference of a diverse workforce, helping retain talent and increase engagement across different age groups.”

While acknowledging that some business environments require employees to always be physically onsite – live broadcasting in Mediacorp’s instance – she advocates for organisations to find flexibility in non-operational roles, including administration, HR, and marketing.

“This balance acknowledges the realities of operational demands while still accommodating the evolving expectations of today’s workforce, who highly value flexibility but also appreciate structure where it’s necessary.”

How HR can dive transformational change in 2025

As organisations look ahead to 2025, it is forward-looking leaders who will play a key role in driving transformational change.

Analysing the key challenges and opportunities facing HR leaders in 2025, Tan highlighted, “Embracing AI and automation is crucial for streamlining HR processes, enhancing decision making, and improving employee experiences. Utilising people analytics to make informed decisions about talent management, employee engagement, and organisational development will provide another key opportunity.”

A people-oriented approach will also continue to drive and motivate the best leaders, as they recognise why prioritising diversity, equity, and inclusion (DEI) initiatives is essential to create more inclusive workplace, which involves addressing unconscious biases, promoting diverse hiring practices, and fostering an inclusive culture.

They are also likely to invest in their people through continuous learning and development programmes to equip employees with the skills needed for the future of work. Holistic wellbeing programmes such as wellness programmes and mental health support will further address employees’ physical, mental, and emotional health.

“Finally, developing robust policies and practices to support flexible work models ensures that all employees feel connected and engaged, whether they are in-office or working from home,” she concluded.

What’s happening in HR tech?

This year’s HR Systems Survey, now in its 27th year, revealed a treasure trove of information about the HR tech landscape, as well as about HR teams around the globe. Thanks to our growing research community, we had our highest level of responses yet. This year’s survey data represents 3,318 unique organisations from 59 countries.

The survey covers 14 different categories of HR systems, yielding more than 1,000 data points, so it would be impossible to share everything we have learned here. Therefore, I will stick with three significant findings.

HRMS churn Is coming

We have been tracking system replacement plans for many years. The data collected offers insights into where future investments will be made, which systems are ripe for replacement, and which vendors could stand to gain (or lose) from system changes.

This year, 10% of all survey respondents said their organisations had made the decision to replace their HRMS; 8% had active RFPs. At the enterprise level (organisations with over 5,000 employees), a full 28% of respondents said they were planning to replace their HRMSs in the next 12 months or had RFPs in process – more than double from last year when only 10% of enterprise respondents had HRMS replacement plans.

In my mind, there are several reasons behind the increasing replacement plans. The first is that it Is now easier to make such big changes. Most solutions are now cloud-based and there are fewer major functionality differences between solutions. As solutions become more comparable in functionality, factors such as vendor satisfaction, user experience, and global capabilities become more important. While such an HRMS change is still painful, organisations are no longer held hostage to solutions that

they have outgrown or that provide less-than-optimal service.

Another factor playing into the churn is that vendors are “jumping” markets. By that, I mean that vendors that formerly served companies of certain sizes or industry segments are now marketing to broader audiences. This is happening up and down the HRMS market. For instance, isolved and Hibob, companies that historically have seen the greatest success with smaller businesses, are now appearing in RFPs for larger companies. Workday, long recognised as the leader for enterprise HRMSs, is now showing up in mid-market RFPs.

We do advise companies planning to make significant tech changes to do their detective work. Do not just look at vendor satisfaction or user experience scores for this year; also look at the historical data. Carefully examine financials and ask about merger/acquisition plans or growth strategies. (Market consolidation is far from over.) Ensure advertised partnerships offer real value through pre-built integrations or co-solutioning processes and are not just marketing hype.

A move toward platform clusters

Another trend we are observing is a move toward building an HR tech ecosystem around two or three pillars – critical applications for major functional areas – rather than relying on a single suite or a multitude of best-of-breed solutions. For instance, an organisation may use its HRMS, learning solution, and payroll system as its primary three platform pillars, chosen based on factors such as price, global and industry support, and essential functionality, but also based on the vendors’ proven partners.

Vendor partnerships that offer additional functionality plus streamlined, hassle-free, and deep integration with platform pillars can reduce internal development resources and minimise ownership headaches.

While I do not see this approach as an overnight change, it is a practical alternative to relying primarily on a single vendor or

“We do advise companies planning to make significant tech changes to do their detective work. Do not just look at vendor satisfaction or user experience scores for this year; also look at the historical data.”

managing a portfolio of best-of-breed solutions. I do believe it is also factoring into some organisations’ replacement plans. It is a trend worth watching and potentially something to consider as you think about taking your HR tech strategy into the future.

Who’s in charge of HR systems?

We have been tracking the role of HR tech professionals for several years now. We have long held that HR tech requires specialised expertise. The average organisation now has 22 different HRrelated systems, and HR tech ecosystems are expanding by the day.

Specialisation is also warranted because HR-related systems touch employees in very significant ways. Ease of use and access, security, privacy, and support are all hugely important. The people managing these applications need to be very familiar with the data that is being handled, how employees use the technology, regional regulations, and all of the critical integration points.

This year’s survey found that 43% of respondents said their organisations had a defined HR tech function. Yet, our survey showed that 58% of those with HR tech roles have less than three years of experience in their jobs. This percentage has been steadily creeping up since we first started tracking it in 2020. We also found that training for the job is scattershot, with the largest percentage relying on training and resources from solution providers.

On a related note, this year’s survey also showed that ownership of the HR tech budget is still up for grabs. For instance, in 33% of enterprise organisations, the IT function owns the HR

tech budget. In 28% of small companies, the HR tech budget is owned by finance or another executive function. Besides being an issue of control, ownership of the HR tech budget is directly correlated to HR’s perception throughout the organization. When HR owns and leads HR tech, it is 38% more likely to be perceived as strategic, rather than compliance focused.

My advice? Advocate to make HR tech a specialised function on your team, if it is not already. And make sure those in charge of these important systems get the training and skills support they need to optimise your company’s HR tech investments and build an HR systems strategy.

In the upcoming months, I look forward to sharing data specific to the Asia-Pacific region. Meanwhile, click here see this year’s Voice of the Customer rankings for vendor satisfaction and user experience. Also, click here for more details about the 20242025 HR Systems Survey Report, planned for publication at the end of October.

About the Author

Stacey Harris is Chief Research Officer & Managing Partner, Sapient Insights Group.

ADanish multinational pharmaceutical company headquartered in Denmark, Novo Nordisk manufactures and markets pharmaceutical products and services with the aim of driving change to defeat serious chronic diseases.

However, to serve its markets effectively, a transformation of Novo Nordisk’s workforce has been an ongoing priority, with Babu Jose Kalliath, Vice-President, People & Organisation, Region APAC, leading the company’s efforts in the everexpanding APAC region.

With more than 20 years of experience in specialist roles across various HR functions, Kalliath has performed key roles across leadership development, talent and succession management, performance and change management, as well as culture building.

HRM Asia sat down with Kalliath to understand some of the key challenges he has had to overcome as a people leader in 2024, why Novo Nordisk sets targets to reduce stress among their employees, and his goals and targets for 2025.

Can you share with us your main roles and responsibilities as APAC VicePresident, People & Organisation, Novo Nordisk?

Asia HR Leaders Spotlight: Babu Jose Kalliath of Novo Nordisk

Babu Jose Kalliath: First and foremost, as a functional leader and business partner together with my team, I work closely with the APAC leadership team across Asia-Pacific markets in linking business opportunities with strategic objectives through leveraging people and organisational resources. This involves overseeing functional areas that include organisational development, talent and succession management, commercial capability development, communications,

Diversity, Equity, and Inclusion (DE&I) and culture within the organisation.

What were some of the key challenges you have had to face as a people leader in 2024?

Kalliath: At Novo Nordisk, we have focused on “driving change to defeat serious chronic diseases” and we are leaders in the diabetes and obesity therapy areas. However, as we expand our presence into newer therapy areas like cardiovascular diseases and

Novo Nordisk believes that having a well-designed psychosocial working environment is necessary for people to perform well in their jobs and maintain their mental wellbeing.

Alzheimer’s, we need to transform our workforce for tomorrow, while continuing to outperform competition today. This requires the organisational agility to prioritise and make clear choices around where to invest, how to re-allocate resources and mobilise the best talents to drive outcomes.

All of the above would require organisational re-design in how we are organised, where do we prioritise our biggest resource (our employees) and how do we re-purpose or re-skill them to meet our future business needs.

Change management has therefore been a key focus area in 2024, wherein we have been focusing on creating awareness and enhancing trust within a psychologically safe environment, enabling and empowering leaders at all levels of the organisation to make the best decisions at the right time.

Novo Nordisk introduced a goal in 2024 to ensure no more than 10% of employees are stressed. Can you give us an update on this initiative?

Kalliath: At Novo Nordisk we believe that having a well-designed psychosocial working environment is necessary for people to perform well in their jobs and maintain their mental wellbeing. While some degree of work-related stress can be expected, we believe that it is an occupational risk, and it is companies’ responsibility to manage stress and workplace wellbeing for long-term sustainability.

We have set targets for reducing the stress levels of our workforce, and establishing a baseline has been an important first step in making progress. It is a multi-pronged approach that involves measurements and polls, employee engagement, understanding and training across senior management, line managers and HR, and more.

The presence of stress symptoms among employees is measured and psychosocial and organisational factors are assessed. The latter of the two gives people managers an indication of what to do to improve engagement and wellbeing, and hence reduce the risk of stress symptoms.

We aspire to create a working environment with high levels of wellbeing, where we pro-actively prevent stress symptoms, and employees are supported in developing strategies to prevent stress and build resilience.

“We have been focusing on creating awareness and enhancing trust within a psychologically safe environment, enabling and empowering leaders at all levels of the organisation to make the best decisions at the right time.”

BABU

What is the key to creating a happy workforce?

Kalliath: I am not sure if I can be completely successful in creating a happy workforce! Instead, I strive to create an “Engaged Workforce” at Novo Nordisk. When you have a strong purpose within the organisation like us, and as an employee when you see how your work adds meaning to yourself and contributes to this purpose, you achieve strong engagement. Novo Nordisk has always been in the top quartile amongst benchmarked companies when it comes to purpose and employee engagement levels, and we believe that our culture and the Novo Nordisk Way are key drivers.

In addition to this, it is also important that we focus on employee growth, impact, relationships and inclusion, besides a healthy and safe environment to drive an engaged workforce.

Away from work, what do you do in your free time to de-stress and re-energise yourself?

Kalliath: Personally, away from work, I

spend most of my time with my family and loved ones as this is the core group that allows me to re-energise myself the most. I am also actively involved in my church engagements, and I volunteer in various give back activities, which give me a lot of meaning and satisfaction. Occasionally, I love watching comedy series and have a good laugh.

With 2025 on the horizon, what are you most looking forward to achieving in the new year?

Kalliath: For 2025, in a professional capacity, I would like to sustain and build on some of the good work on organisational development and change management which we have embarked on and fully realise the impact on business and growth ambitions within APAC.

In 2025, we will start on the journey of implementing pay transparency initiatives within our region, and we will be launching our new employer branding initiatives across our key markets. It is promising to be a busy year ahead for Novo Nordisk and we cannot wait to get started!

JOSE KALLIATH, VICE-PRESIDENT, PEOPLE & ORGANISATION, REGION APAC

Seven key HR and workplace trends for 2025

The world of work is set to undergo significant transformations in 2025, driven by evolving employee needs, technological advances, and shifting economic landscapes. Each year the team at H3 HR Advisors identifies the important themes and trends that will shape workplaces and influence HR organisations in the coming year. Our 2025 Workplace Trends Report delves into seven critical trends that we identified which will shape the future workplace and explore the challenges and opportunities in each area for HR leaders and companies alike. Below are the key insights from our report that we believe will be important for Human Resources leaders and their organisations in the upcoming year:

1. Hybrid and remote working

As the demand from employees for flexibility continues, hybrid and remote working models have become central to employee retention and engagement strategies. Organisations are developing more sophisticated tools to manage distributed teams effectively, while balancing goals for productivity, collaboration, and culture building.

Key insight: The most successful companies in 2025 will prioritise both employee autonomy and the real value of in-person connection and collaboration, ensuring equitable access to career growth for remote and in-office workers alike, while emphasising outcomes and results for individuals and teams.

2. Employee caregiving challenges

Caregiving responsibilities are

increasingly affecting workplace productivity and employee retention. Companies are responding by offering more comprehensive support, including flexible schedules, financial assistance, and partnerships with caregiving services.

Key insight: Businesses that lead with empathy by offering targeted caregiving benefits will see stronger employee loyalty and increased productivity. As more employees find themselves in a caregiving role, supporting this growing population in the organisation can be a driver of engagement and retention.

3. Employee financial wellbeing

Financial stress remains one of the top concerns for employees, influencing not only their mental health but also job satisfaction and performance. Employers are introducing more robust financial wellness programmes, including earned wage access, retirement planning tools, student loan assistance, and personalised financial coaching.

Key insight: By providing tailored financial wellbeing programmes, companies will help employees build financial resilience, leading to higher job satisfaction and better retention rates. Additionally, careful review of existing compensation policies is needed to ensure fairness, equity, and

market competitiveness to help strengthen employee financial resilience.

4. People analytics and data-driven HR practices

The rise of people analytics is transforming HR into a more strategic function, allowing companies to use data to predict turnover, improve hiring processes, and enhance employee experience. New technologies have emerged that help democratise access to people data to improve and accelerate decision making.

Key insight: In 2025, companies leveraging people analytics, increasingly aided with innovation in HR technology, will gain a competitive edge by making informed decisions that directly impact employee

“The world of work is set to undergo significant transformations in 2025, driven by evolving employee needs, technological advances, and shifting economic landscapes.”

engagement and business performance. Using data to inform messaging and storytelling will be a key skill for the most successful HR leaders in 2025.

5. AI technology in the workplace

AI is reshaping the workplace by automating routine tasks, improving recruitment processes, enhancing employee learning and development, and much more. However, managing the ethical implications and ensuring employees’ comfort with AI tools will be important for successful adoption and results in 2025.

Key insight: Organisations that adopt AI with a focus on augmenting human capabilities, rather than replacing them, will create more meaningful work experiences and drive innovation next year.

6. Challenges and opportunities with corporate DE&I programmes

Diversity, Equity, and Inclusion (DE&I) programmes are facing renewed scrutiny, with many organisations struggling to move beyond superficial initiatives. However, when fully integrated into

company culture and leadership, DE&I programmes can foster innovation and drive long-term business success.

Key insight: In 2025, the companies that successfully embed DE&I into their core strategies will attract top talent, boost innovation, and improve overall business performance. It will be important for leaders to have a clear vision and consistent point of view on DEI in 2025, as organisations navigate increasingly complex environments.

7. Employee mental health

The growing focus on mental health in the workplace is reshaping benefits packages and support programmes, with companies offering therapy, mental health days, and resilience training. New approaches to employee mental health support are emerging, offering organisations new ways to provide support to employees where, when, and how they need it.

Key insight: Addressing mental health proactively, rather than reactively, will be a critical differentiator for companies,

fostering a healthier, more engaged, and productive workforce.

Conclusion

As HR leaders and businesses navigate 2025, the opportunities to create more inclusive, flexible, and employee-centered workplaces are immense. By embracing technological innovation, supporting employees’ financial and caregiving needs, and leading with empathy in areas like mental health and DE&I, companies will be well-positioned to attract and retain top talent, while fostering a culture of continuous growth and resilience. The future of work is bright, and those who adapt swiftly and thoughtfully will be the architects of thriving organisations.

About the Author

Steve Boese Co-Founder, H3 HR Advisors. Click here to access the full H3 HR Advisors 2025 Workplace Trends Report.

Hyatt strengthens DEI commitment to create more inclusive workplaces in Asia

Driven by the purpose of caring for people so they can be their best, Hyatt is committed to creating truly inclusive experiences that can make a difference in the lives of everyone they touch.

As a key player in the global hospitality industry, this commitment extends to all stakeholders, including colleagues, guests, customers, owners, investors, and communities. To address the talent challenge in the hospitality industry, the key pillar of diversity, equity, and inclusion (DEI) is also at the heart of Hyatt’s people strategy.

Yi Zhang, Senior Vice-President of Human Resources, Asia Pacific, Hyatt, told HRM Magazine Asia, “By fostering a strong sense of belonging, we aim to attract, develop, and retain top talent. This focus is integrated into our culture, values, leadership expectations, and colleague wellbeing.”

“By promoting DEI initiatives like our Diversity Immersion Programme (DIP), Hyatt uniquely positions itself to offer valuable opportunities for one programme across three industries with mentorship, rotation, and learning. This initiative provides young talent with a distinctive perspective on the hospitality sector and paves the way for long-term career growth.”

Driven by a passion to create a more meaningful and inclusive workplace, Gordon Chan, Hyatt’s Senior Vice-President of Legal, Asia Pacific, initiated and introduced DIP in 2021; since then, the programme has grown to become one of Hyatt’s key initiatives in fostering diversity and inclusion across Asia.

In collaboration with Manulife and Herbert Smith Freehills, the DIP is also providing participants with valuable career development opportunities within the hospitality industry.

Zhang shared, “We recently held the programme for the fourth and second consecutive year in Hong Kong and Singapore respectively. With the help of our partners, we are proud to have created

Hyatt’s Diversity Immersion Programme (DIP). conducted in collaboration with Manulife and Herbert Smith Freehills, is designed to promote diversity and inclusion across Asia and to provide participants with valuable career development opportunities.

opportunities to share knowledge and insights that help our participants as they navigate their current and future careers. Through the four-week programme, we have also strengthened our understanding of how to engage the next generation of leaders.”

This year, a diverse group of students in Hong Kong and Singapore from diverse backgrounds, including those from minority, ethnic, and LGBTQ+ communities, were provided with the opportunity to interact with senior leaders from Hyatt, address Hyatt’s regional team by speaking at Hyatt’s Pride month panel discussion,

and tour Hyatt hotels.

This allowed them to gain first-hand experience of day-to-day operations in Hyatt’s regional hub and hotels, and to better understand how different departments function and contribute to the overall guest experience at Hyatt.

In Hong Kong, this also involved supporting one of the key collaborators for this year’s programme, Dignity Kitchen, which strives to help people with disabilities and disadvantages through skills training, gainful employment, and greater social inclusion.

Declaring this year’s DIP a resounding success, Zhang said, “We received positive feedback from participants who completed the DIP. Many of them felt more confident and gained networking opportunities that led to internships or job offers in their respective fields. The programme’s emphasis on mentorship from senior leaders has also played a crucial role in shaping participants’ career trajectories.”

Besides paving for the next generation of employees to enter the workforce, Hyatt also continues to strive to cultivate a workplace environment where individuals are not only valued but also celebrated. This purpose of care in turn motivates them to better care for guests, customers, owners, and one another.

“Furthermore, we have set clear DEI commitments and established wellbeing as a core company value,” Zhang continued. “We have established Diversity Business Resource Groups (DBGRs) that provide colleague-led platforms to embrace the varied communities within our business and their allies.

“Some examples of these platforms are Women@Hyatt for female colleagues, and HyPride for those from an LGBTQ+ background. Ultimately, our focus on DEI

“For organisations to cultivate authentic diversity, it’s essential that these commitments are rooted in their core values and purpose, becoming integral to their operations.”

YI ZHANG, SENIOR VICE-PRESIDENT OF HUMAN RESOURCES, ASIA PACIFIC, HYATT

helps us to strengthen our brand and enhance the guest experience.”

Building truly inclusive workplaces begins with focus on DEI

As 2025 rapidly approaches, Hyatt is reaffirming its commitment to fostering an inclusive and supportive environment where employees can thrive, feel a genuine sense of belonging, and are provided with the opportunities to advance in their careers.

Describing the embedding of DEI into an organisation’s culture at every level as “transformational,” Zhang added, “For organisations to cultivate authentic diversity, it’s essential that these commitments are rooted in their core values and purpose, becoming integral to their operations.”

“This requires consistent reinforcement from leadership and engagement across the organisation, with everyone contributing to bring these commitments to life through their words and actions. We’ve witnessed the positive impact of this approach at Hyatt, nurturing diversity that drives innovation, creativity, and agility within our business.”

To continue to be an Employer of Choice, Hyatt believes that DEI plays an imperative and crucial role.

Its annual DEI report, for instance, transparently shares key data on their global objectives. This includes Hyatt’s dedication to hiring, developing, and retaining diverse talent, with a specific focus on increasing the representation of women in key leadership roles by 2025 compared to 2020. The report also provides a timely platform to showcase colleaguefocused initiatives that demonstrate the tangible impacts of Hyatt’s commitments in the markets they operate.

Zhang continued, “For instance, RiseHY is dedicated to creating opportunities for young individuals who have been disconnected from the economy due to a lack of education and employment. Through grants, mentorship, and partnerships with NGOs, we not only expand and nurture our talent pipeline but also enrich the diversity within our workforce.”

“Finally, we plan to extend our Diversity Initiatives Programme to more countries in the Asia-Pacific region, further amplifying its impact in 2025.”

The future of work: Flexibility, collaboration, and purpose

As workplaces continue to evolve in the post-pandemic era, a new emphasis on solution-oriented workstyles is taking centre stage, reshaping how organisations approach productivity, collaboration, and employee empowerment. Paperspace Asia’s recent Workplace DNA whitepaper uncovered key insights into the changing nature of work in Singapore, Thailand, and the Philippines. With a growing preference for full-time office work and solution-driven environments, today’s workforce is demanding more control and intentionality in their work arrangements.

In an interview with HRM Magazine Asia, Narita Cheah, Co-Founder and CEO of Paperspace Asia, offered her perspective on the findings and what they mean for HR leaders seeking to adapt to the changing needs of their workforce.

Four distinct workstyles for a diverse workforce

The Workplace DNA whitepaper identified four core workstyles that define the modern office experience: Solutioning, Collaboration, Networking, and Focus. According to Cheah, these categories reflect how employees prefer to operate in today’s dynamic work environment.

She explained, “The four different workstyles that we predetermined started with Focus. It’s always the one that is easily understood—when you’re doing individual tasks. Networking is about environments designed for people to interact with others they might not usually meet. Collaboration, which is broad, involves a group working together. Lastly, Solutioning is more deliberate—bringing people together to achieve a particular outcome.”

One of the more striking findings of the Workplace DNA whitepaper is the shift towards solution-oriented workstyles, which have increased from 19% in 2022 to 35% in 2024. While Collaboration remains important, Solutioning—a more intentional and goal-driven approach to teamwork— has become the dominant workstyles in

“Organisations are moving towards creating fair expectations for everyone, and when flexibility is exercised well, it fosters respect and responsibility among employees.”

NARITA CHEAH, CO-FOUNDER AND CEO OF PAPERSPACE ASIA

Singapore, reflecting the changing nature of how employees engage with their work.

“Collaboration will always be here to stay,” said Cheah, “but the intentionality now for people to come together with a clear objective, the right people, and a clear problem to solve is becoming more important. It’s about creating a culture where healthy collaboration and inclusivity are part of the way of working.”

She highlighted the importance of clarity in organisational goals to support this shift, noting that many organisations struggle to communicate the “why” behind their policies. “I’m surprised why some organisations struggle by not being able to explain the purpose of why we need people back in the office. Clarity is important because if people don’t understand what’s expected of them, they won’t be fully engaged.”

With the rise of these workstyles, the definition of productivity is also evolving. Traditionally measured by metrics such as absenteeism, today’s productivity is about more than just showing up—it is about commitment, engagement, and results.

Cheah elaborated, “Productivity can be seen in many different facets. Once upon a time, it was about absenteeism. Now,

organisations are looking at productivity of commitment—where people are willing to go the extra mile to achieve the end goal. It’s about the culture, the behaviours expected, and how compensation models reflect that.”

Flexibility as a key driver of talent retention

In the current talent landscape, flexibility has emerged as a critical factor in attracting and retaining talent. The Workplace DNA whitepaper reinforced this, with employees increasingly seeking control over how they use their time in the office.

Cheah sees flexibility as a lasting feature of the workplace, but one that requires clear communication from leaders. “Flexibility is here to stay, but clarity of expectations from leaders is often lacking,” she said. “Flexibility shouldn’t just be used as an attraction tool; it should be contextualised. It’s not an entitlement, it’s a benefit that supports employees when they need it.”

She added that while flexibility is often seen as a benefit for caregivers, it should be available to everyone, as every employee has personal challenges to balance. “Organisations are moving towards creating fair expectations for everyone, and when flexibility is exercised well, it fosters respect and responsibility among employees.”

And as the return-to-office movement continues, employees are prioritising environments that support solutioning and autonomy. According to the whitepaper, 37% of employees in Singapore now prefer fulltime office work, an increase from just 7% in 2022. However, this return comes with an expectation of greater control over how and where they work.

Cheah emphasised the importance of designing workspaces that cater to these evolving needs, and concluded, “We are seeing a pivotal shift in how organisations design workspaces and rethink productivity— prioritising flexibility and employee empowerment. Organisations that create solution-driven workspaces are better positioned to attract and retain top talent while fostering a more engaged and innovative workforce.”

Organisational leadership: Trends, challenges, and opportunities in 2024 and beyond

2024 has been a rollercoaster for many organisations.

The post-pandemic world sped up change, forcing companies to evolve or be left behind. As a media and communication skills coach across many sectors and countries, I have seen the concern and heard the challenges from senior leaders who are trying to articulate where their companies are currently and where they are headed. For obvious reasons I cannot discuss specific clients or their strategies, but I have noticed some trends reshaping how they operated in 2024 and a look at the leadership trends that I believe will shape organisations in 2025.

2024: The year of resilience and adaptation

Some of the 2024 trends that defined the workplace were somewhat obvious, but very important, nonetheless. Though Covid is (thankfully) a receding memory for most of us, it pushed every company, organisation, and government to reconsider what work looks like and prompted current work trends.

• Remote work and virtual collaboration shifting: Remote and hybrid work surely are not going away. But I am seeing an increasing number of bosses who are requiring their teams to spend more time in the office. Remember a couple of years ago when we thought the in-person office culture was dead (or at least gasping for oxygen) and that we would be working from home forever? Suffice to say, that is not where most organisations are today. Many want employees in the office three to four days each week. Some are back to five days. The senior leadership that I coach see value in having teams physically together for better communication, engagement, and collaboration. Their challenge is how to do that - when many staffers have become accustomed to working remotely.

“By investing in communicationsinternal and employee engagement, you can build a resilient and adaptable organisation that is ready for whatever the future holds.”

• Digital transformation: While the pandemic may have pushed companies to go digital (including significant tech investments to stay competitive), leaders now face new challenges and opportunities to drive innovation, especially with the vast array of AI applications that can be used in nearly every industry and office. Keeping up with the massive changes in this area of technology (and the individual use cases) is mind numbing. But forward-thinking and informed leaders are seeing the many benefits.

• Diversity, Equity, and Inclusion: Social justice movements that brought DEI to the forefront in recent years are increasingly baked-into company culture and policy. But some organisations (especially in North America and Europe) are starting to see pushback on some of the initiatives – that critics complain have gone too far. The broad idea of “being too woke” is a common refrain with them. HR and C Suite leaders, and boards are having to navigate extremely complex waters to encourage and maintain inclusive and equitable workplaces.

Shifting leadership roles

The trends above are reshaping what it means to lead effectively. With so many moving parts in a year that is fraught with multiple, global polycrisis, and the uncertainty of political elections around the world, the leaders of today need to rely heavily on their senior staff to give good advice and to keep employees happy. To that end, leaders need to:

• Embrace and adapt to change: As mentioned above, leaders need to understand the complex world in which we live, the possible implications to their organisations and then they need to be fast and flexible adapters.

• Foster open communication: Keeping the lines of communication open internally and externally has never been more crucial to organisational success. In the past I saw my clients concerned merely about how to engage with the media. Now they are every bit as concerned about how to hold internal townhall meetings, how to present conference keynotes, and to give impactful podcast interviews. The communication world is definitely evolving at a rapid pace and needs to be taken seriously.

• Prioritise employee wellbeing: With the backdrop of the points above, HR and other senior leaders are increasingly focused on mental health and work-life balance issues. Many companies are truly amazing in their care and concern for employees; others still have a long way to go. But having smart policies to support the team members pays dividends in employee retention and productivity.

2025: The Year of innovation and growth

Looking ahead, leaders will need to drive harder on innovation. They will need to stay open to new ideas and challenge assumptions through a strong sense of curiosity. They will need to

encourage innovative thinking and rapid ideation, while learning from successes and failures. And they must continue to foster a collaborative culture to drive that innovation. The pace at which the tech world is changing (and offering solutions) is blinding. Each of the questions below needs very specific consideration by each organisation/industry. Forward-thinking leaders should drilldown on:

• What drives innovation in our industry?

• How can we leverage technology in our organisation?

• What emerging trends and opportunities should we prepare for?

• What emerging risks should we prepare for?

Top leadership trends in 2025

In addition to innovation, I believe these trends will continue to shape leadership:

• Data-driven decision making: Leaders must be ever-more data-savvy. Every organisation is drowning in a sea of data about clients and their industry. Successful leaders will drive an internal understanding of what that data is and how it can be used.

• Emotional intelligence: Handling social and emotional challenges has always been important. But with the current state of the world and many economies, having a higher organisational level of EQ will be imperative.

• Digital literacy: Keeping up with tech advancements – for the previously mentioned reasons – will not be a “nice to have” but a “must have.”

The past year has been marked by unprecedented change and uncertainty, as well as policies initiated in the Covid era. As we look to 2025 and beyond, it is clear that successful leaders will need to be adaptable, innovative, and forward-thinking. By embracing the trends and challenges of the past year, and developing the traits and characteristics mentioned above, leaders can drive growth, innovation, and success in their organisations.

High-performing HR executives must stay ahead of the curve to provide high-value executives and teams with the training and support they need to thrive in this rapidly evolving landscape, and to keep up with company-wide changes. By investing in internal communications and employee engagement, you can build a resilient and adaptable organisation that is ready for whatever the future holds.

About the Author

Glenn van Zutphen is Founder & CEO of VanMedia Group. He is a career international journalist, radio host, keynote speaker on communication, and founder of VanMedia Group, a worldwide media consultancy. He has coached nearly 3000 high-performing business leaders, journalists, educators, government leaders, and students around the world to be confident, credible, and clear in their communication.

Glenn is a recognised communications expert, keynote speaker, facilitator, and podcaster. He also hosts the “Saturday Mornings” radio show every week on MoneyFM 89.3, Singapore’s most trusted business news station. For more than 30 years as a professional journalist, Glenn has worked in print, radio, television, and online news based in the US, Japan, Switzerland, Hong Kong, and Singapore for the likes of CNBC Asia/Pacific, CNN International, NHK Japan, ABC Radio News, USA Today, and others.

Unlocking potential: The surprising power of employee choice in workplace wellness

In a world where work demands are constantly escalating, employee wellbeing is no longer just a nice-to-have but a business imperative. The statistics are stark: Increasingly across the globe, over 80% of all employees say they are stressed, employees in Singapore are clocking in an average of 44.5 hours of work in a week in 2023, and nearly two-thirds of Gen Z said they would leave organisations that did not have good mental health benefits.

This creates a significant challenge for organisations, especially as they grapple with attracting and retaining talent in a tight labour market. The good news is that there are proven strategies for organisations to intervene and empower employees to take charge of their wellbeing.

Traditionally, many organisations have focused on offering a buffet of wellness programmes – yoga classes, meditation sessions, healthy snacks – hoping these will inspire a healthier workforce. However, research suggests that a one-size-fits-all approach often falls short. Employees, with their unique needs and preferences, may not feel empowered to take advantage of these programmes, leading to low participation and limited impact. Instead of directing wellness initiatives, a more robust approach is to empower employees by giving them choices and control over their well-being. This is where the concept of “permission” comes into play. When employees feel truly permitted to prioritise their own well-being, they are more likely to engage in healthy practices and reap the benefits.

This idea was tested by Workplace Revolution and DBS Bank, which conducted a unique workplace wellness experiment in 2022. The goal? To create spaces and environments that fostered a sense of permission, allowing employees to integrate wellness practices into

their workday without feeling judged or pressured.

The experiment revealed these five key insights:

1. Awareness is key

Employees who are highly aware of wellness benefits are more likely to incorporate healthy habits into their workdays. They understand that taking breaks, engaging in mindfulness practices, or simply stepping away from their desks can boost productivity and improve their overall wellbeing.

2. Psychological safety matters

Psychological safety, impacting wellbeing, extends beyond the physical workspace. Fear of judgement from managers and co-workers prevents employees from prioritising wellness, fearing it may appear as a lack of capability or productivity.

At DBS, building a culture of psychological safety is crucial for encouraging employees to prioritise their wellbeing. While leaders and HR teams have a vital role in actively promoting wellness through training, flexible policies, and modelling healthy habits, creating dedicated wellness spaces can help to normalise these practices further and make them accessible to all.

3. Don’t assume, ask people!

Everyone recharges differently. Some may find comfort in quiet contemplation, while others need active movement to reset. Offering various wellness options and encouraging employees to choose what works best for them is essential.

DBS employees said resting, meditating, or breathing exercises were twice as effective as structured activities supporting their wellbeing at work. Hence, the experimental wellness space established included different zones and setups to give people choices about where to go and how active or quiet they wanted to be.

4. Nudge, don’t dictate

The DBS experiment showed that employees are likelier to engage in wellness practices they choose and appreciate subtle suggestions and gentle guidance on appropriate use. Physical prompts, like providing a variety of wellness spaces with different atmospheres and activities, are valued more than prescriptive programmes. Hence, the experimental wellness space established included different zones and setups to give people a choice about where to go and what to do depending on their needs and whether they were alone or with colleagues.

5. Give employees time to get comfortable with having a choice

It takes time for employees to feel comfortable prioritising their wellbeing in the workplace. During the experiment, nearly 50% of wellness space usage happened during lunch. But months later, we saw new usage patterns, with peaks in the early morning, at lunch, and mid-afternoon. This shift shows that as employees see their colleagues taking breaks, engaging in mindfulness, or using wellness spaces, they become more likely to do so themselves.

More recently, employees have also become more comfortable using yoga mats and cushions in more open areas—a change likely due to a growing sense of ‘safety in numbers’ as these behaviours become accepted and more familiar over time.

DBS Bank wellness space experiment

The DBS experiment focused on creating a range of wellness spaces – from quiet meditation to active moment zones – and encouraging employees to explore them at their own pace. Initially, employees with a high awareness of wellness were more likely to use the spaces, but over time, this behaviour spread, demonstrating the power

of observation and social norms.

The experiment revealed that employees were most comfortable using spaces for their activities rather than following prescribed programmes. This suggests that providing options and creating a sense of permission is more effective than dictating specific wellness practices.

What the results told us

To validate the findings, we surveyed over 250 wellness space users to better understand what employees need and feel comfortable doing for their wellbeing at

work. More than 90% of employees valued a relaxed, private space to escape the noise and enjoy “me” time, 81% felt free to use the space as they wished, and 75% said they have tried wellness activities and plan to continue.

Across the wellness zones, employees appreciated basic activities like quiet chats, phone browsing, or taking a nap or mindfulness break. Simple designs without too many features made these spaces more inviting. This suggests that allowing employees flexibility in how and when they practice wellness—within acceptable guidelines—has boosted wellness awareness, permission and effectiveness as intended.

Most importantly, the employee benefits are ongoing and sustained, as results from a recent survey of wellness space users are consistent with the feedback we received on the original experiment spaces a few years ago. 83% of employees felt rested after using the wellness space, 82% felt safe using it as they wished, and 72% said they had tried wellness activities that they planned to continue.

Organisations looking to create a truly effective wellness culture can learn from DBS’ experience. As the workforce grows younger, this new generation of employees brings divergent expectations of workplace wellbeing. While Gen Z’s openness about mental and physical health can help normalise wellness at work, it is crucial to remember that all employees, regardless of age, have unique needs and preferences. By prioritising employee choice, creating a culture of psychological safety, and offering various wellness options, organisations can unlock the potential of their workforce, leading to happier, healthier and more productive employees.

Start by asking your employees what they need to feel empowered to prioritise wellbeing. Then, create a workplace culture that allows them to make those choices. The results will be well worth the effort.

About the Author

Dr Caroline Burns is an independent director on a number of boards and managing director of Workplace Revolution.

Talent development trends in the Philippines

Talent development, which focuses on enhancing employees’ skills, knowledge, and abilities to achieve organisational goals, is now heavily influenced by technology, shifting workforce demographics, and evolving industry needs.

Organisations have focused on equipping their workforce with digital skills, soft competencies, and leadership capabilities to foster adaptability and continuous learning.

One notable change is the emphasis on digital transformation and upskilling. Organisations are investing in data analysis, cybersecurity, AI, and software development to maintain competitiveness. Hybrid learning models combining online and in-person training are becoming more common. This flexible approach allows employees to adapt quickly to new technologies and workplace innovations.

More organisations are leveraging Learning Management Systems (LMS) to deliver, track, and manage training programmes more efficiently. These systems provide personalised learning experiences, ensuring employees have access to the resources they need to develop their skills.

Cross-cultural training has become increasingly important as organisations operate in diverse environments and equip their employees with skills to navigate cultural differences effectively.

However, soft skills remain equally important. As remote and hybrid work becomes more prevalent, there is a growing need for interpersonal skills such as emotional intelligence, communication, and collaboration. These skills are essential for effective teamwork in digital workspaces. Many organisations are now incorporating emotional intelligence and leadership development into their training programmes to cultivate empathetic leaders and employees.

With employees from different generations having unique learning preferences, training programmes are being tailored to encourage cross-generational collaboration. Mentorship and coaching play crucial roles in bridging these generational gaps, with older employees mentoring

younger ones while benefiting from the digital fluency of the newer generation.

Continuous learning is another major focus. Microlearning - short, targeted training sessions - has become an effective way to upskill employees without disrupting workflow. Many organisations are promoting lifelong learning, encouraging employees to continually upgrade their skills to keep pace with industry changes.

Retention strategies have evolved, with organisations recognising that talent retention is closely linked to career development opportunities. Many businesses are providing flexible career pathways and internal mobility options that allow employees to explore new roles within the organisation.

Leadership development remains a cornerstone of talent development strategies. Coaching and mentorship programmes nurture emerging leaders, emphasising empathy, strategic thinking, and agility. This not only strengthens current leadership teams but also builds a future leadership pipeline capable of navigating complex business environments, especially in global organisations where leadership agility is critical.

Sustainability and environmental, social, and governance (ESG) initiatives are influencing talent development strategies. Sustainability skills are being incorporated into training programmes as businesses align operations with ESG standards. In industries where ESG compliance is crucial, employees are trained to integrate sustainability practices into their daily tasks.

By 2025, talent development in the Philippines will undergo significant evolution. The demand for digital skills like AI, data management, and cybersecurity, will intensify as industries increasingly rely on technology to drive innovation and efficiency. Organisations will invest more in personalised learning paths, utilising AI-driven platforms that can adapt to individual employee needs and learning styles. This tailored approach will enhance skill acquisition and lead to improved retention rates and heightened employee engagement, as employees feel more supported in their professional growth.

There will be an equal emphasis on

soft skills and leadership development. As remote and hybrid work become the norm, the ability to communicate effectively, collaborate across teams, and exhibit emotional intelligence will be essential. Organisations will implement comprehensive training programmes that focus on building these competencies, alongside initiatives aimed at developing future leaders. Leadership development will not just be about cultivating managerial skills but will also encompass fostering resilience, adaptability, and strategic thinking among emerging leaders.

Moreover, the importance of mental health in the workplace will continue to rise, with organisations prioritising wellbeing initiatives that promote a healthier work-life balance. By creating a supportive environment, organisations can enhance employee morale and productivity, ultimately leading to a more resilient workforce.

Talent development in the Philippines is being shaped by several interrelated factors: digital transformation, continuous learning, soft skills enhancement, leadership development, and sustainability. Adopting a strategic approach to talent development is crucial, as it not only attracts, motivates, and retains top talent but also significantly enhances organisational productivity and competitiveness.

Organisations that focus on these key areas will be better prepared to build a workforce that is agile, adaptable, and ready to meet future challenges. By fostering a culture of continuous learning and development, they will position themselves as leaders equipped to navigate the complexities of an ever-evolving market landscape.

About the Author

Dr Virgel C. Binghay is a Full Professor at the School of Labour and Industrial Relations at the University of the Philippines. As a founding member of the Association of Human Development Organisation (AHDO), Dr Binghay promotes inclusive workplace cultures and leads initiatives that improve team dynamics.

HR Tech Asia 2025: Uniting HR innovation and technology across Asia

In May 2025, HRM Asia’s flagship event will return with a new identity and an expanded format under the name HR Tech Asia Formerly known as HR Tech Festival Asia, this rebranded event will run from 5 to 8 May at Suntec Singapore, evolving from a two-day affair to an immersive four-day experience.

This shift marks a broader transformation for HRM Asia, aligning HR Tech Asia with its global counterparts, including HR Tech in Las Vegas and HR Tech Europe in Amsterdam. This unified brand aims to strength HR’s critical role in shaping the workforce of the future.

HR Tech Asia 2025 arrives at a pivotal moment, as HR leaders face the dual challenge of navigating technological disruption and evolving workforce needs. The event promises to help HR professionals (Re)Align, (Re)Define & (Re)Invent their strategies, featuring the latest HR tech innovations alongside expert insights. With an anticipated 6,500 attendees from across Asia and beyond, HR Tech Asia 2025 is poised to be the largest HR tech event in the region.

For the first time, the event’s expanded format kicks off with three exclusive masterclasses on 5 May, diving into strategic topics shaping the future of HR: Diversity, Equity, and Inclusion (DE&I); Environmental, Social, and Governance (ESG) frameworks;

and executive performance. These workshops are designed to equip attendees with actionable frameworks and insights to build more resilient, inclusive, and highperforming organisations.

The main exhibition and conference will run from 6 to 7 May, with over 100 sponsors, exhibitors, and innovators showcasing cutting-edge HR solutions. Attendees will have access to three key conference tracks—C-Suite Leadership, Workforce Transformation, and Worktech Excellence— catering to a wide range of HR interests and strategic needs.

HR Tech Asia will address critical topics driving change in HR today, from employee wellbeing to organisational agility and technology integration. These themes reflect the evolving priorities of modern businesses, where a focus on resilience and adaptability is essential to success. Attendees can expect a lineup of dynamic Power Talks, with two days of back-to-back seminars led by global HR experts. Sessions will provide insights and case studies on recruitment, talent management, workplace wellbeing, and other core HR functions, offerings attendees a roadmap to implement transformative changes within their organisation.

One of the event’s highlights will be the Startup Hub, a dedicated space for emerging organisations revolutionising HR tech. This area showcases early-stage ventures with solutions that promise to redefine how HR professionals manage talent, enhance productivity, and drive innovation. The Startup Hub embodies HR Tech Asia’s forward-looking spirit, making it an essential stop for any attendee eager to discover the next big thing in HR.

HRM Asia will also host the HR Tech Asia Awards, a platform recognising HR leaders, teams, and organisations that are setting benchmarks in HR technology and innovation. The awards spotlight those who demonstrate exceptional leadership and strategic vision, celebrating their contribution to organisational success.

HR Tech Asia 2025 will conclude on 8 May with an educational site tour, giving participants the opportunity to experience firsthand how top organisations are implementing advanced HR technologies to drive transformation. This immersive tour offers a unique chance to understand practical applications of HR tech in a realworld setting, enhancing organisational effectiveness and agility.

HR Tech Asia 2025 is more than just an event—it is a vital platform for HR professionals to stay ahead of industry trends, collaborate with peers, and explore tools that can drive long-term organisational success. With the new branding and expanded format, this event represents an opportunity for HR leaders to engage with a global network, explore innovations shaping the HR landscape, and develop strategies that prioritise employee wellbeing, diversity, and environmental responsibility.

To find out more about HR Tech Asia 2025, click here.

FROM 2024 TO 2025 HR’s JourneyContinues

IRIS GOH Director, Talent, Forvis Mazars in Singapore

“I believe that employee wellbeing, open communication, and diversity and inclusion will continue to be paramount These elements remain a core focus for HR practitioners as they are essential for attracting and retaining top talent, driving engagement, and fostering a culture of innovation ”

ISSAC LIM

Founder of Anthro Insights

“In 2025, organisations will still be grappling with workplace arrangements, debating whether to return to the office, stay remote, or embrace hybrid models HR professionals are central to finding a balance that works for both employees and the business. Collecting and analysising data on employee preferences, productivity, and the impact of different arrangements is key.”

CURTIS BAKER

Head of Inclusion, Diversity & Equity, Asia-Pacific, Dow

“Looking ahead to 2025, embeddeding inclusion and equity into policies and processes will be crucial for demonstrating impact to every employee Addressing the ‘What’s in it for me?’ question is key in change management and communications across Asia-Pacific. This ongoing effort enhances company culture through inclusion and equity, rather than as add-on programmes ”

WELCH ER

Head of HR, Singapore Land Group

“In 2024 and onwards, engaging a multi-generational workforce has become ever more essential yet increasingly challenging as employee expectations shift in response to recent workplace trends. Furthermore, employees have redefined their relationship with work, placing greater value on personal fulfillment and alignment with organisational purposes ”

Top AI trends organisations need to look out for in 2025

As 2025 draws near, AI is reshaping industries and redefining business operations. Here are 5 trends that organisations should keep on their radar to stay ahead of the curve:

1. AI elevating personalisation to new heights

AI has been part of the tech landscape for years, but ChatGPT’s launch in late 2022 changed the game by bringing AI into everyday consumers’ lives. According to GWI’s studies in Asia, nearly 60% of consumers have used an AI tool in the past month, rising to over three-quarters among Gen Z.

Consumers no longer want to seek out information — they expect hyper-relevant, personalised content to be served up instantly without any effort on their part. Businesses now have the tools to meet this demand at scale, with AI becoming a key enabler of tailored, seamless experiences.

2. From heavy lifting to reliable copilot

The key to AI adoption lies in its integration into existing workflows without major disruptions. Instead of overhauling processes, the focus should be on making AI a natural part of day-to-day operations. Users can work within familiar environments while AI offers real-time assistance and suggestions, boosting productivity.

Initially, AI was celebrated for handling heavy-duty tasks like data analysis or content generation. Today, its role has evolved, AI is now seen as a “copilot” that helps with manageable tasks, rather than taking over completely. It is all about making life easier, with AI stepping in to support everyday activities rather than replacing human roles—especially in areas where there are still doubts about AI’s capabilities. In the Asian markets surveyed, consumers are less likely to believe that AI can outperform humans in areas like

listening and empathising, diagnosing medical conditions, decision-making, and critical thinking.

3. Efficiency meets creativity

Efficiency is at the heart of AI’s appeal. In Asia, one in four business leaders says that enhancing efficiency is a key initiative their organisation is focusing on. AI helps by offloading routine tasks, allowing employees to focus on highervalue activities like strategic planning and creative problem-solving work that benefits from human touch.

This shift does not just cut down on busy work—it allows teams to work smarter and faster. From optimising resource allocation to driving faster decision-making, AI empowers businesses to be more agile and productive. The organisations that truly lean into AI will be the ones setting the pace.

4. Small models, big impact

In the world of AI, bigger does not always mean better. Edge AI, which processes data locally on devices like smartphones and IoT systems, is gaining traction. This approach offers faster speeds, reduced reliance on the cloud, and better data privacy—an increasing concern for consumers and organisations alike. In fact, for tech decision-makers in Asia, productivity and efficiency are the top considerations when selecting new technologies, with security following closely as the second most important factor.

Similarly, Small Language Models (SLMs) are on the rise. These lightweight, efficient models are easier to customise and are proving highly effective for specific tasks. They deliver accuracy and performance while being more resourceefficient, making them an ideal solution for businesses looking to balance innovation with privacy and security.

5. Building AI with a conscience With AI adoption on the rise, so are the

ethical questions surrounding it. According to GWI research, while two-thirds of Asian internet users are excited about AI, many are also concerned about its rapid development. A significant portion believes AI-generated content should be labelled, reflecting growing awareness of AI’s impact on daily life.

Looking ahead to 2025, businesses will need to put responsible AI practices at the forefront to earn and maintain consumer trust. The race is not just about adopting AI but doing so in a way that respects privacy and reduces bias, keeping both customers and stakeholders confident. Responsible AI goes beyond compliance—it is key to earning long-term trust and loyalty.

Conclusion

Like the digital revolution of the dotcom era, AI is becoming a crucial part of staying competitive. But this is not about replacing human talent. Organisations that effectively integrate AI into their processes will find that it enhances, rather than replaces, human roles—automating the routine while empowering employees to focus on creative, higher-value tasks.

According to GWI research, technology upgrades, digital transformation, and AI integration are the top priorities for Asian business leaders looking to drive organisational growth over the next five years. The organisations that find the right balance—leveraging AI to enhance human capabilities—will be better positioned to foster collaboration, drive productivity, and unlock new opportunities for growth as we move into 2025 and beyond.

About the Author

Jo Ling Sun is Senior Trends Analyst at GWI.

Unmasking toxic leadership: Why organisations can no longer turn a blind eye

Depending on who you speak with, employees will invariably hold differing interpretations of what work means to them.

Some, while striving to give their best at work, believe in prioritising their health and wellbeing by creating clear work-life boundaries. Others, invested in the belief that the amount of work they put in is commensurate with rewards, choose to devote time beyond regular hours to their work.

Without understanding the unique circumstances and needs of each and every employee, it is nearly impossible to provide an objective evaluation of which approach is correct, and which is not.

However, the tragic death of an employee of a major accounting firm earlier this year has raised some uncomfortable truths.

While it is premature to draw any definitive conclusions as investigations continue into the exact details leading to the employee’s demise, it is perhaps time for organisations to sit up and notice if there is a pervading overworked culture that is marginalising employee wellbeing within their own ranks.

BY SHAWN LIEW

needs and pay false homage to employee wellbeing. They encourage a culture of non-transparency and second guessing that inevitably pits employees against one another, and constantly make bewildering decisions that often contradict with previous instructions set by themselves. These leaders, unfortunately, tend to engage in pathological lying and only have their self-interest at heart.

Emotional leaders seldom make objective decisions that benefit the organisation and employees, despite claims to the contrary. Instead, they make subjective decisions driven by emotions and bias, with little regard for factual accuracy.

Are employees getting the support they need to address the challenges they are facing in the workplace, or is a toxic work culture that prioritises the bottom line driving employees into despair?

In an engaging yet sombre discussion, HRM Asia recently spoke with author, writer, C-level mentor and keynote speaker Avi Liran, on the impact of toxic behaviour in the workplace.

While there should be no doubt that toxic behaviour can adversely affect employees and the organisation, what is perhaps even more worrying is whether a toxic workplace is being perpetrated by a toxic leader.

Toxic leadership can manifest itself in a myriad of ways. Egotistical leaders who self-proclaim to know-it-all do not react well to feedback – even those of a constructive nature – and see this as a challenge to their authority. Yet, they are usually the first to claim credit for a job well done, without acknowledging the work put in by others.

Manipulative leaders spin narratives that suit their own

These leaders are also likely to come with a bullying streak, employing tactics such as blaming, isolation, and exclusion to deal with employees who do not conform to their demands (my way or the highway, anyone?).

These examples, however, may represent but the tip of the iceberg when it comes to eradicating toxic behaviour in the workplace.

While Avi’s article is a great resource for identifying the symptoms of toxic behaviour in the workplace, the onus is truly on responsible organisations to identify toxic leadership and address it before it is allowed to fester into an irretrievable sepsis.

And why should they not? For all intents and purposes, the costs of maintaining a toxic workplace are far too high for any organisation to ignore. By recognising the signs of toxicity and taking positive steps to address them, organisations can create a healthier, more productive, and more positive work environment.

Investing in the wellbeing of employees is not only the right thing to do but is arguably critical for the long-term success and sustainability of any organisation.

While employees are free to choose the way they approach their work or career, nobody should be subjected to a major health breakdown brought about by people in the workplace; and even more starkly, no parent, spouse, or child should have to lose a loved one because of toxic behaviour in the workplace.

If toxicity exists in your organisation, what are you doing to address the issue and where does the buck stop?

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WELCOME TO HRM ASIA READERS’ CHOICE AWARDS 2024

As we gather in Singapore for the much-anticipated HRM Asia Readers’ Choice Awards, we celebrate the pinnacle of excellence and innovation within the HR industry. Hosted on 4 December 2024, at VOCO Orchard Hotel, this event brings together Asia’s HR community and esteemed industry partners to honour the brands, organisations, and individuals who exemplify the best in HR solutions and services.

HRM Asia’s Readers’ Choice Awards has, year after year, provided a platform for recognising those who push the boundaries of HR transformation. In 2024, the awards spotlight exceptional contributions across the entire HR spectrum— from consultants and technology providers to relocation specialists, recruiters, trainers, and service firms. With categories encompassing every facet of HR, this year’s awards reflect the dynamic growth and diverse needs of the region’s HR landscape, ensuring that all aspects of HR are represented and celebrated.

Winners of Readers’ Choice Awards 2024 are chosen through a unique voting process that combines the perspectives of HRM Asia’s extensive reader community and an expert panel of independent judges. Readers’ votes carry 70% weight, reflecting the voices of HR professionals, business leaders, and decisionmakers across Asia, while 30% is determined by a distinguished

panel of judges, including Ang Bee Lin, Head of Digital Strategy and Communications, Stewardship Asia Centre; Grant ‘Upbeat’ Bosnick, Author and Keynote Speaker; Jasmine Liew, Founder, Organisational Learning and Development Director, Breakthrough Catalyst; and Steve Boese, President and CoFounder, H3 HR Advisors.

With 12 categories and 23 winners, Readers’ Choice Awards 2024 capture a broad spectrum of HR expertise, showcasing those who stand out as preferred partners in the region and who have made a tangible impact through their commitment to elevating HR practices. Their achievements serve as an inspiration and a testament to the transformative power of HR. Readers’ Choice Awards are more than a recognition of achievement—they are a testament to the continuous evolution of HR, marked by solutions that address today’s challenges while pioneering tomorrow’s standards. As the region’s top leaders gather for an unforgettable evening of networking, sumptuous dining, and celebration, HRM Asia is proud to spotlight those who are leading the way in the industry’s transformation.

HRM Asia extends its heartfelt congratulations to all the winners for their exceptional contributions and dedication to advancing HR across Asia.

Readers Choice Awards 2024

Honour roll and index

Best HR Tech – Outsourcing Solution

ADP has been honoured with the Gold Award for Best HR Tech – Outsourcing Solution at Readers’ Choice Awards 2024. This recognition underlines ADP’s strategic impact on the human capital management (HCM) sector, where its solutions support over one million clients across 140 countries.

ADP combines deep local payroll and compliance knowledge with global capabilities, making it a valuable partner for organisations navigating complex payroll and HR challenges. Its extensive experience and scale have made it a cornerstone in global payroll and HR management, working with 80% of Fortune 500 companies and moving over US$3.1 trillion in client funds annually. With a presence in 140 countries and a workforce of 60,000 employees, ADP’s technology solutions are integral to organisations undergoing digital transformation, with automation and AI at the heart of its offerings.

An example of ADP’s influence is its long-term partnership with an American multinational automobile manufacturer in the AsiaPacific region. In 2012, the automobile manufacturer embarked on a major HR transformation project, partnering with ADP to centralise payroll operations. This ambitious rollout, led by its Global Business Services division, began in Australia and expanded across AsiaPacific markets, ultimately benefiting over 10,000 employees. A phase implementation allowed the team to gradually adapt the ADP payroll system to unique requirements, including handling hourly wages and unionised environments. The process also

Founded in 1949, ADP aims to shape the world of work with a simple, innovative idea: help clients focus on their business by freeing them up from non-core tasks such as payroll. ADP innovates by anticipating the future of work and taking action that empowers the firm to shape its trajectory and address critical workforce needs through its solutions.

included a change management strategy to ensure widespread adoption and operational success. This approach led to increased efficiency, precise payroll processing, and enhanced employee satisfaction through punctual payments and mobile access to payroll data.

GOLD WINNER

Best HR Tech – Human Resource Information System

Managing HR processes can feel like a tightrope walk for small and medium-sized enterprises (SMEs) with limited resources. Employment Hero aims to change that narrative.

The organisation won the Best HR Tech – Human Resource Information System (HRIS) Gold Award at Readers’ Choice Awards 2024, recognised for its innovative Employment Operating System (eOS).

Ben Thompson, CEO and Founder of Employment Hero, told HRM Magazine Asia, “Most HR departments juggle multiple platforms –anywhere between four to seven of them – just to cover the basics. But what if all the in-silos software is synced up with each other to work cohesively?”

The eOS integrates core HR functions like onboarding, payroll, performance management, and career development into one platform. Thompson explained, “Think Google’s ecosystem – your emails, calendars, documents, sheets, and decks - everything is in sync, except it’s built for HR purposes. That is what an eOS like Employment Hero looks like.”

Automation within the eOS transforms HR operations by handling repetitive tasks like payroll, statutory contributions, and error checks.

The eOS also helps SMEs navigate evolving employment laws. Compliance management, supported by AI-powered tools like Hero AI, ensures organisations stay informed. According to Thompson, “Employment laws are always evolving, and with compliance getting more stringent, it’s difficult for SMEs to keep pace with the

Transform the way negotiateyou

Employment Hero is the global authority on employment, revolutionising the employment marketplace with recruitment, HR, payroll, and employee engagement platforms. Serving over 300,000 organisations globally, Employment Hero simplifies employment processes and drives innovation across the workforce.

new regulations.”

More than a productivity tool, the eOS enables organisations to focus on their people. Organisations using it report a 291% ROI within three years, Thompson claimed as he concluded, “Consolidation of HR functions empower organisations to shift focus towards supporting and growing their people.”

Negotiation Skills Training & Consultancy

Since 1975 we have been leading the way to create greater engagement and application by mixing global reach with local knowledge.

Best HR Tech – AI Recruitment Software Provider

Readers’ Choice Awards 2024 has highlighted two of the most innovative players in the HR tech space, with ASI Asia Pacific taking home the Gold Award for Best HR Tech – AI Recruitment Software Provider and Employment Hero securing the Silver Award in the same category.

ASI Asia Pacific’s achievement in winning the Gold Award for three consecutive years is a testament to the organisation’s unwavering commitment to excellence in HR technology. Kevin Thompson, Managing Director of ASI Asia Pacific, is proud of the organisation’s success with its SMART Platform, an AI-driven solution that simplifies and elevates the recruitment process for organisations across the globe.

He told HRM Magazine Asia, “Winning the Gold Award for the third time reflects our commitment to develop world-class HR technology. It shows that our dedication to innovation, adaptability, and solving realtime challenges is not just a one-time effort but a consistent endeavour over several years. This recognition strengthens our resolve to keep pushing the boundaries of what’s possible with AI in recruitment.”

The SMART Platform automates key recruitment functions like candidate screening and decision-making, ensuring a seamless user experience. Kevin shared, “With over 20 years’ experience, we understand the many frustrations often faced by recruiters, which is why every small detail has been considered when designing the SMART Platform.”

The organisation’s success also highlights the vital role of its Indonesian team, whose talent has been integral to the development and ongoing success of the platform. “We are incredibly proud of our local team in Indonesia,” Kevin said. “Indonesia is truly a land of opportunity, and we are fortunate to be part of an environment that encourages innovation and delivers solutions at an affordable price point.”

Based in Jakarta, Indonesia, ASI Asia Pacific develops HR technology that is affordable and easily accessible to all. Guided by its mission of Making HR Simple, ASI Asia Pacific empowers organisations by delivering solutions designed to provide deep insights into employee behaviour.

Looking forward, Kevin is optimistic about the future. “This is just the beginning. We have many more exciting innovations in the pipeline, and we’re eager to continue pushing the boundaries of AIdriven HR technology to meet the evolving needs of our clients.”

As the HR landscape becomes more complex, Employment Hero has positioned itself as a leader by leveraging data to inform strategic decisions and improve HR outcomes. Its integrated HR platform, which helps HR leaders track trends and manage key challenges such as retention and performance, earned it the Silver Award for Best HR Tech – AI Recruitment Software Provider.

Ben Thompson, CEO and Founder of Employment Hero, said, “In a growing complex HR landscape, data has become essential for strategic and informed decision making. Relying solely on intuition doesn’t cut it anymore; HR teams need clear, data-backed insights to drive meaningful outcomes for the growth of their teams.”

He emphasised the importance of using data to address issues like high turnover, which many start-ups and SMEs face. “Take a high turnover for instance – it’s a problem many start-ups and SMEs face. It can signal issues with engagement or alignment, yet pinpointing the exact cause can be difficult without data,” he explained. “Integrated ecosystems like Employment Hero’s operating system can track trends in employee satisfaction scores, exit feedback, and team engagement metrics, helping HR identify departments or roles with higher-than-average turnover.”

For Employment Hero, the power of data is not just about understanding the past; it is a tool for predicting future outcomes. “Data is crucial for the work we do at Employment Hero, for making employment easier and more valuable for everyone,” Ben concluded. “In analysing the trends, more proactive and agile decisions can be made, setting the organisation for long-term success in an evolving employment landscape.”

WINNER

SILVER WINNER

Best HR Tech – Learning Management System

In a breakthrough for Indonesia’s business and leadership landscape, IMPACT Executive Education has claimed the Gold Award for Best HR Tech – Learning Management System at Readers’ Choice Awards 2024.

This recognition highlights the organisation’s role in transforming leadership development within Indonesia’s state-owned enterprises (SOEs), creating dynamic, locally-rooted solutions to address the country’s evolving needs in HR technology.

Reflecting on the award, Kevin Thompson, Managing Director of IMPACT Executive Education, described it as a “game-changing moment” for both the organisation and Indonesia’s business ecosystem.

“President Prabowo Subianto’s goal of developing globally competitive talent resonates with us,” Thompson told HRM Magazine Asia. “Our platform enhances leadership and prepares SOE leaders to thrive in the global arena.”

IMPACT Executive Education was born out of a deep need to bridge leadership gaps within Indonesia’s SOEs. When ASI Asia Pacific, IMPACT’s sister company, was tapped by the Ministry of State-Owned Enterprises to evaluate leadership across the country’s SOEs, it became evident that limited options were available to address these gaps. IMPACT was founded to provide targeted, flexible learning solutions to meet these needs.

Beyond core leadership programmes, IMPACT recognises that effective leadership is multi-dimensional. Its solutions extend beyond traditional skills, focusing on personal development and

IMPACT is an innovative Executive Education service designed to ensure that Indonesia’s enterprise talent is ready to mobilise whenever needed. Its solutions are crafted to equip talent with the skills to compete on a global scale.

wellbeing. This holistic approach includes programmes that foster emotional intelligence, resilience, and work-life balance, ensuring leaders can achieve both organisational goals and personal growth. He further attributed the organisation’s success to its dedicated Indonesian team. “Our team has been vital to our success. Their dedication and expertise have been key to delivering high-impact solutions and overcoming challenges,” he stated.

GOLD WINNER

Best HR Tech – HR Data & Analytics Solution

Visier, a global leader in people analytics, has secured the Gold Award for Best HR Tech – HR Data & Analytics Solutions at Readers’ Choice Awards 2024. This recognition reflects Visier’s role in transforming HR management through data-driven insights and advanced AI technologies, reinforcing its leadership in the HR tech space.

The accolade marks a significant milestone for Visier, which has consistently pushed the boundaries of people analytics. Lee Boon Huat, Senior Vice-President, Strategy and Growth, AsiaPacific, Visier, expressed the organisation’s gratitude, and told HRM Magazine Asia, “We are incredibly honoured to receive the Best HR Tech – HR Data & Analytics Solution (Gold) Award. This prestigious recognition, which is a testament to the hard work and dedication of our entire Visier team, signifies our leadership in the HR tech industry. We are proud to share this achievement with HR professionals, business leaders, and partners.”

For Visier, the award is a validation of its mission to empower organisations with the insights needed to make informed, datadriven decisions about their workforce. Lee further emphasised, “This award inspires us to continue pushing the boundaries of what is possible in people analytics.”

A key factor in Visier’s success is its innovative use of AI and machine learning to enhance HR processes. Visier’s latest AIpowered tool, Vee, a generative AI digital assistant, exemplifies this. Recognised as one of the Top HR Products of 2024 by HR Executive and the HR Tech Conference, Vee offers organisations more

Visier is the recognised global leader in people analytics, workforce and compensation planning, embedded solutions, and GenAI for people answers. Visier gives people-powered organisations the tools and insights to drive productivity, performance, and business outcomes through people impact.

accessible workforce insights, democratising data analytics.

In addition to AI, Visier is leading the shift towards Systemic HR, an approach that connects and unifies workforce data across organisations. This holistic method allows HR leaders to see the broader impact of their people on business outcomes, breaking down traditional silos.

GOLD WINNER

The global leader in people analytics WINNER GOLD

Visier is the global leader in AI-powered people analytics, workforce planning, and compensation allocation.

Visier helps companies win by helping them adapt their workforce at the speed of AI.

If I had one word to describe Visier, that word would be awesome. I’ve been a customer of Visier for almost 10 years, and it’s been a great way for me to help empower my managers with great insights. It focuses people on the right data and helps them take actions with confidence.

SCOTT JUDD, EBAY

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See how business leaders use Visier People® to get specific answers to solve business challenges.

Best Corporate – Training Provider

The Marketing Institute of Singapore (MIS) has once again solidified its position as a leading force in corporate training, clinching the Gold Award for Best Corporate – Training Provider at Readers’ Choice Awards 2024. This achievement marks a significant milestone for MIS, which has now held the top spot for an unprecedented 10 consecutive years, highlighting its enduring dedication to excellence in professional development and corporate training in Singapore.

Since its establishment in 1973, MIS has served as the National Body for Sales and Marketing in Singapore. As a nonprofit organisation, MIS has focused on advancing the skills of professionals across various industries, with over 85,000 individuals benefitting from its training programmes over the years.

Roger Wang, President of MIS, told HRM Magazine Asia, “This award recognises our dedication to providing innovative, highquality training solutions that empower executives and business professionals to reach their full potential. For years, we have been committed to constantly evolve our offerings to meet the everchanging demands of the corporate landscape.”

MIS offers a diverse range of programmes tailored to professionals at different career stages, covering core areas such as marketing, leadership, communications, and business management. These programmes combine theoretical insights with practical skills, giving participants the tools they need to navigate the complexities of today’s business environment.

“Our executive training programmes cater to various industries and career stages, offering tailored courses that enable professionals to navigate their journeys with confidence and clarity,” he added.

Founded in 1973, the Marketing Institute of Singapore (MIS), a non-profit organisation, is the National Body for Sales and Marketing. Being a premier corporate training provider, for over 40 years, in the areas of learning and development, MIS has nurtured countless students and provided ample networking opportunities for its members.

MIS not only delivers value to individuals but also addresses the needs of organisations through customised training solutions. By aligning its curriculum with an organisation’s goals and specific objectives, MIS ensures that its programmes contribute directly to business growth and employee development.

Beyond training, MIS has fostered a vibrant community by organising networking events and professional development opportunities for its members. These events provide a platform for Singapore’s marketing and business community to connect, exchange ideas, and discuss trends that impact the industry. As a representative of Singapore in the Asia Marketing Federation (AMF), MIS extends its network across the region, collaborating with marketing associations throughout Asia to share knowledge and insights. This regional presence allows MIS members to stay informed about the emerging trends and best practices in other markets.

“We are deeply honoured to be recognised as the Best Corporate – Training Provider and are motivated to continue empowering business executives to thrive in their careers and encouraging them to seek professional growth,” Wang concluded.

NTUC LearningHub (NTUC LHUB) celebrated its second consecutive recognition at Readers’ Choice Awards 2024, receiving the Silver Award for Best Corporate – Training Provider. This accolade reinforces NTUC LHUB’s role as a leader in Singapore’s continuous education and training landscape, dedicated to supporting professionals and industries through targeted skills development.

As one of Singapore’s leading training providers, NTUC LHUB recognises the rapid evolution of the workplace and the heightened

NTUC LearningHub is the leading continuing education and training provider in Singapore which aims to transform the lifelong employability of working people. Since its corporation in 2004, it has been working with employers and individual learners to provide learning solutions.

SILVER WINNER

Best Corporate – Training Provider

demand for skills that enable professionals to keep pace with change.

“NTUC LHUB is truly honoured to receive the Silver Award for Best Corporate – Training Provider,” stated a spokesperson from NTUC LHUB. “Just as the world around us, the workplace is changing, bringing with it an increased demand for skills development.” In response to this shift, NTUC LHUB has designed programmes that address the needs of the workforce from diverse industries, including tourism, retail, sustainability, and beyond.

Through strategic partnerships with industry-recognised leaders, NTUC LHUB offers training content that not only imparts essential skills but also prepares participants for the evolving demands of the workplace. These partnerships have allowed NTUC LHUB to create industry-relevant training modules that equip professionals with skills for both emerging and redesigned job roles.

This recognition, NTUC LHUB emphasised, is a testament to the trust and confidence that adult learners, employers, and organisations place in its training solutions. “We extend our heartfelt gratitude to our learners, partners, and clients for their support as we aim to be the heart of Singapore’s lifelong learning culture, empowering every learner with the skills needed to succeed personally and professionally, and championing lifelong employability for all employees,” the spokesperson concluded.

Receiving the Bronze Award, Scotwork Asia was also recognised for its specialised training offerings, focusing on negotiation skills that enhance business communication and conflict resolution.

Scotwork has been leading the training development industry for almost three decades in Singapore and South-East Asia, and for almost five decades globally. The company understands the need for global best practices to be locally applied and invests in local talent to ensure this happens in the local language, with the added benefit of understanding local culture and business practices.

BRONZE WINNER

Best Corporate – Learning & Development Provider

Readers’ Choice Awards 2024 has once again celebrated excellence in learning and development, with NTUC LearningHub (NTUC LHUB) taking home the Gold Award for Best Corporate – Learning & Development Provider for an impressive fourth consecutive year. The accolade recognises NTUC LHUB’s commitment to empowering employees and organisations in Singapore amidst rapid industry transformation.

Commenting on this achievement, an NTUC LHUB spokesperson told HRM Magazine Asia, “This is a testament to our commitment to continuously improve and innovate our training offerings, ensuring that employees remain employable, and organisations are resilient in the fast-evolving digital workplace.”

This year, NTUC LHUB launched several significant initiatives, including the NTUC LHUB Tech Talent Academy (TTA) in January 2024. Designed to address the growing demand for tech talent in Singapore, the academy integrates sourcing, training, and placement of employees in collaboration with strategic partners.

In a stride towards sustainability, NTUC LHUB partnered with BYD to introduce Singapore’s first dedicated electric vehicle (EV) simulator facility. This facility bolsters NTUC LHUB’s EV courses, such as the National EV Specialist Safety (NESS) Certification, providing trainees with hands-on practice in maintaining EV

parts safely. This addresses the pressing need for training a skilled workforce capable of driving sustainable practices and supporting Singapore’s transition towards a greener and more sustainable future.

NTUC LHUB also collaborates with best-in-class industry partners to ensure local or global recognition for its certifications while tailoring them to local needs. Among these is a partnership with the Professional Convention Management Association (PCMA) and the Singapore Association of Convention & Exhibition Organisers and Suppliers (SAECOS), which has resulted in innovative programmes like the Certified Event Sustainability (CES) accreditation. These efforts position NTUC LHUB as a key player in fostering a greener and more sustainable MICE industry.

The spokesperson concluded, “As we celebrate our recognition as a recipient of Readers’ Choice Awards 2024 for Best Corporate –Learning & Development Provider, we extend our heartfelt gratitude for your unwavering support and trust in NTUC LHUB. Guided by our social mission – Every Worker a Better Worker, Every Job a Better Job, and Every Company a Better Company – we will strive to create a future where every worker is better equipped, every job is enhanced, and every company thrives.”

Scotwork Asia, the recipient of the Silver Award, continues to shine as a leader in negotiations training. The organisation has

GOLD WINNER

SILVER WINNER

Best Corporate – Learning & Development Provider

spent nearly three decades helping learning and development leaders enhance talent and capability across South-East Asia.

Grace Soo, Director of Operations for South-East Asia, Scotwork Asia, commented, “The measurable transformation our programmes deliver continues to outperform the market, but tends to be delivered behind the scenes, so it’s truly an honour to be recognised with Readers’ Choice Awards 2024 for Learning & Development Provider. This acknowledgement affirms our commitment to driving excellence in learning and development.”

Renowned for blending global standards with local relevance, Scotwork Asia’s programmes ensure organisations achieve lasting impact through deep engagement before, during, and after training sessions. The organisation’s approach focuses on building sustainable best practices and driving measurable results in both performance and return on investment.

“We will continue to innovate, elevate and disrupt the market, and set higher standards both in terms of satisfaction and ROI,” Soo emphasised, highlighting Scotwork Asia’s dedication to addressing diverse training needs with blended solutions. This includes tailoring programmes to meet specific requirements of customers while consistently raising industry benchmarks.

She concluded, “A big thank you, to HRM Magazine Asia’s Readers’ Choice Awards voters and our customers for all your support.”

The Bronze Award went to aTalent, further underscoring the diverse capabilities shaping the future of learning and development.

Transform the way negotiateyou

aTalent is an HR technology and service provider in Asia-Pacific, driving digital transformation in talent management through AI technologies and distinguished cross-country service ability.

Negotiation Skills Training & Consultancy

Since 1975 we have been leading the way to create greater engagement and application by mixing global reach with local knowledge.

BRONZE WINNER

Best Corporate – Leadership Development Provider

Readers’ Choice Awards 2024 celebrated outstanding contributions to leadership development, with the Marketing Institute of Singapore Academy (MISA) taking the top honour as Best Corporate – Leadership Development Provider, followed by Scotwork Asia with the Silver Award, and Northpoint earning Bronze.

These accolades highlight the pivotal role of training providers in equipping leaders for the demands of today’s fast-paced business landscape.

For over five decades, MISA has been a driving force in professional development, earning widespread recognition for its transformative training programmes. Winning the Best Corporate – Leadership Development Provider Gold Award at Readers’ Choice Awards 2024 marks a significant milestone in MISA’s journey, underscoring its commitment to equipping professionals with skills that foster both personal and organisational growth.

Since its inception in 1973, MISA has trained over 85,000 professionals, providing cutting-edge executive development programmes tailored to meet the evolving needs of industries. As part of the Marketing Institute of Singapore (MIS), the National Body for Sales and Marketing, MISA leverages its deep expertise to deliver impactful training. Its offerings span diverse industries and professional levels, guided by a team of experienced trainers who combine management expertise, practitioner knowledge, and industry insights.

Reflecting on this achievement, Roger Wang, CEO of MISA, told

Founded in 1973, the Marketing Institute of Singapore Academy (MISA), a non-for-profit organisation, is part of the Marketing Institute of Singapore (MIS), the National Body for Sales and Marketing. Over the years, MISA has nurtured more than 50,000 sales and marketing practitioners through its professional L&D programmes and provided networking opportunities for its members through its diverse series of events.

HRM Magazine Asia, “Receiving the Best Corporate – Leadership Development Provider award is a milestone that acknowledges the dedication of our organisation in raising the bar in corporate training landscape. It reinforces our commitment to fostering professional growth and creating long-lasting value for professionals.”

MISA has consistently embraced innovation to remain relevant in a rapidly changing corporate environment. Its latest initiative, Digital Fluency, introduces a series of AI-focused courses designed to empower professionals with skills in automation, AI, and data analytics. These programmes aim to enhance decision-making and enable organisations to stay competitive in an increasingly digital world.

Wang emphasised the academy’s forward-looking vision, saying, “This award not only recognises our past achievements but also fuels our vision for the future. We are excited to continue setting new standards in corporate training, empowering professionals to achieve their professional goals and shaping business leaders.”

The win marks MISA’s seventh recognition at Readers’ Choice Awards, further solidifying its role as a leader in the corporate training arena. With a focus on innovation and a steadfast dedication to professional growth, MISA continues to set benchmarks for excellence, inspiring the next generation of leaders to navigate challenges and drive progress in their respective fields.

For nearly 30 years, Scotwork Asia has been at the forefront of leadership development, earning its place as a trusted partner for organisations striving to elevate their leadership capabilities. Its

Scotwork has been leading the training development industry for almost three decades in Singapore and South-East Asia, and for almost five decades globally. It understands the need for global best practice standards to be locally applied and invest in the local talent to ensure this happens in local language, with the benefit of understanding local culture and business practices.

GOLD WINNER

SILVER WINNER

Best Corporate – Leadership Development Provider

recent Silver Award for Best Corporate – Leadership Development Provider at Readers’ Choice Awards recognises the organisation’s unwavering commitment to empowering leaders and teams across South-East Asia.

Scotwork Asia’s programmes are designed to address the increasingly complex demands placed on today’s leaders, equipping them with the skills needed to uphold the best practices and drive value across the entire business value chain. From negotiations strategies to leadership excellence, the organisation has set new benchmarks for training that yields measurable results, even in challenging economic climates.

Grace Soo, Director of Operations for South-East Asia at Scotwork Asia, expressed her pride and gratitude for the accolade, and said, “It is a true honour to receive the Readers’ Choice Awards 2024 for Best Corporate – Leadership Development Provider, particularly as our work is often the secret sauce behind the scenes. A big thank you to Readers’ Choice Awards 2024 votes and our customers for all your support. We look forward to building on this momentum and delivering even greater impact.”

Soo also highlighted Scotwork Asia’s mission to support its clients in achieving tangible outcomes. “Setting higher and new benchmarks in both leadership excellence and best practices drives our mission forward,” she said. “We are proud that we have successfully supported our customers to level up their skills as leaders to deliver even higher ROI despite current challenging times.”

Transform the way negotiateyou

Headquartered in Singapore, Northpoint specialises in providing learning experiences that shape leaders and transform futures. For over 15 years, Northpoint has been at the forefront of leadership development by providing solutions that bridge the gap between theoretical knowledge and practical application.

Since 1975 we have been leading the way to create greater engagement and application by mixing global reach with local knowledge.

Best Recruitment Firm – Recruitment Process Outsourcing

In today’s competitive job market, what sets a recruitment firm apart? For People Advantage Pte. Ltd. (PAPL), a subsidiary of Certis Group, adaptability, inclusivity, and delivering value are where it matters. This combination has earned them the Gold Award for Best Recruitment Firm –Recruitment Process Outsourcing at Readers’ Choice Awards 2024.

PAPL’s Recruitment Process Outsourcing+ (RPO+) model integrates recruitment, onboarding, training and payroll management into a streamlined process. Handling over 20,000 employee transactions monthly and deploying more than 9,000 employees nationwide, PAPL demonstrates its capacity to manage large-scale operations.

Reflecting on this win, Benjamin Tuan, Head of Business Process Outsourcing Services at Certis Group, told HRM Magazine Asia, “Our model is about creating efficiency and value, ensuring our clients feel supported every step of the way.”

During the COVID-19 pandemic, PAPL showcased agility by recruiting and training over 1,000 essential employees in just a month, filling critical roles such as Social Distancing Ambassadors and Health Screeners.

Beyond operational efficiency, PAPL’s commitment to fostering an inclusive workforce is central to its mission. The organisation holds the SG Enabling Mark (Silver), which recognises organisations championing disability inclusion. Its Breaking Barriers programme, for example, provides employment and upskilling opportunities for

People Advantage, a subsidiary of Certis Group, is a onestop manpower solutions provider. Serving a diverse clientele across various industries in Singapore, it deploys more than 9,000 employees island wide and perform more than 20,000 employee related transactions monthly.

persons with disabilities, embedding inclusivity into every level of its operations.

Tuan concluded, “This award is more than just recognition; it celebrates our team’s passion and commitment. We are grateful for our clients’ trust, which drives us to innovate and deliver effective, inclusive solutions. It’s a privilege to contribute to their success stories.”

GOLD WINNER

Best Employer of Record (EOR) Service Provider

In an increasingly borderless world, organisations rely on innovative solutions to manage global workforces effectively. At Readers’ Choice Awards 2024, three organisations stood out for their exemplary Employer of Record (EOR) services, with Mauve Group, Safeguard Global and Talent Spot taking home Gold, Silver and Bronze, respectively, in the Best EOR Service Provider category.

Their achievements underscore the rapid transformation of global employment and the essential role EOR providers play in enabling organisations to expand internationally.

Mauve Group, awarded the Gold for Best EOR Service Provider, has earned a reputation as an industry leader by focusing on a people-centred approach. The organisation, which achieved Bronze in the same category last year, has now elevated its standing with a Gold win, reflecting its ongoing commitment to innovation and compliance.

Under the leadership of CEO Ann Ellis, Mauve has grown from a small office to a global powerhouse, with services in over 150 countries, including a robust presence in the Asia-Pacific region.

Britt Little, Business Development Executive at Mauve Group, told HRM Magazine Asia, “It is a great honour for Mauve Group to be awarded the Gold EOR Service Provider Award by HRM Magazine

Mauve Group is an award-winning global HR, employment, and business consultancy solutions provider. With over 28 years of experience, Mauve Group have developed the global knowledge to support organisations of any size planning to expand internationally.

Asia. As the industry’s first female-led organisation, Mauve has consistently been an innovator in the EOR space, driven by a peoplefirst approach and strengthened by deep familial values.”

“Receiving this award is a testament to Mauve’s trailblazing nature and forward-thinking attitude as the architect of today’s EOR model.”

Mauve’s EOR services stand out due to their use of wholly-owned entities, which offer increased security and protection for both clients and employees. This distinctive approach, supported by services such as salary benchmarking, HR advice, and visa support, has positioned Mauve as a go-to provider for organisations across diverse industries, including eight of the world’s top 20 universities.

Over its 28 years, Mauve has also adapted to shifts in the workforce, particularly the rise in remote work and global mobility demands post-2020. “Mauve has been—and continues to be—present every step of the way, supporting businesses and organisations of all sizes seeking to expand globally to retain their competitive edge,” Little added. With a dynamic and flexible approach, Mauve is wellprepared to guide organisations through the next phase of global workforce expansion.

As the Silver Award winner, Safeguard Global has established itself as a trusted partner for organisations expanding into new

Safeguard Global is a future of work organisation that helps employees and organisations thrive in the global economy. Backed by a data-rich technology platform, local expertise, and industry-leading experience, Safeguard Global provides end-toend solutions to manage people and scale operations.

SILVER WINNER

Best Employer of Record (EOR) Service Provider

markets. Their EOR services enable organisations to tap into the global talent pool without facing the complexities of local compliance, payroll, and tax regulations. Julis Ranta, Vice-President, Revenue, Asia-Pacific, at Safeguard Global, expressed his gratitude for the recognition and emphasised the organisation’s commitment to empowering businesses through simplified global employment solutions.

“This award highlights our continued dedication to empowering organisations to expand globally with confidence and ease,” Ranta said. “Our mission is to simplify the complexities of international employment so that our clients can focus on what matters most— building their business.” He attributed the organisation’s success to its team, whose commitment to providing exceptional service and innovative solutions has earned Safeguard Global the trust of thousands of businesses.

Ranta also noted that the recognition represents not only a milestone for Safeguard Global but also a celebration of their clients’ achievements. “Winning the Silver Award for Best EOR Service Provider is truly an honour. This award represents not only a milestone for our organisation but also the success of the businesses we support around the world. Together, we’ll continue shaping the future of work,” he said.

The Bronze Award for Best EOR Service Provider was presented to Talent Spot, completing the trio of honourees recognised for excellence in enabling global workforce solutions.

Talent Spot Group is a one-stop human resource solutions, providing executive search, recruitment process outsourcing, contract staffing, employer of record, human resources outsourcing, and business process outsourcing.

Best Professional Employer Organisation (PEO) Service Provider

BDO Consultants has proven its leadership in HR by winning the coveted Best Professional Employer Organisation (PEO) Service Provider Gold Award at Readers’ Choice Awards 2024. This accolade highlights BDO’s dedication to simplifying HR management for organisations, helping them stay focused on their strategic priorities and growth.

“We are deeply honoured to receive the Best PEO Service Provider Gold Award,” Nellie Yeoh, Associate Director at BDO Consultants, told HRM Magazine Asia. Winning this award affirms our commitment to delivering tailored and innovative solutions that help organisations thrive.”

As the HR industry evolves, so too does BDO’s approach to supporting organisations through these shifts. Yeoh noted that the HR landscape is undergoing significant transformation, particularly with the rise of technology-driven solutions. She foresees that automation, AI, and data analytics will fundamentally change the way organisations manage their workforce. BDO Consultants has been embracing these changes by investing in advanced technology to enhance its PEO services. Yeoh shared, “We are investing in advanced technology solutions to streamline administrative tasks and offer organisations deeper insights to make smarter, datadriven workforce decisions. We are also fostering a culture of continuous learning within our team to respond quickly to evolving client needs.”

For BDO, winning the Best PEO Service Provider Gold Award is

BDO’s Human Resource Business Partnering (HRBP) services are tailored to meet the evolving needs of organisations in today’s complex environment. It offers a suite of solutions that simplify HR processes, ensure compliance, and enhance employee satisfaction.

not just a recognition of past achievements but an inspiration to continue pushing forward. Yeoh emphasised the organisation’s commitment to remaining at the forefront of the HR industry’s transformation, and concluded, “The award inspires us to continue pushing forward, always aiming to provide exceptional service and to be at the forefront of the HR industry’s transformation. We remain committed to helping our clients navigate these changes and achieve their business goals.”

Adina Serviced Apartments Singapore Orchard

GOLD WINNER

Best Serviced Apartment – By Property

HRM Asia’s Readers’ Choice Awards 2024 has brought to light the exceptional standards in the serviced apartment industry, with notable recognition going to Pan Pacific Serviced Suites Orchard, Oasia Residence Singapore, and Adina Serviced Apartments Singapore Orchard. These accolades not only celebrate outstanding service but also highlight the dedication and commitment of the teams behind these establishments.

Pan Pacific Serviced Suites Orchard received the Gold Award for Best Serviced Apartment – By Property, a distinction that reflects their relentless pursuit of excellence. Richard Tan, Vice-President of Pan Pacific Serviced Suites Singapore and UOL Special Projects, expressed pride in this significant achievement, and told HRM Magazine Asia, “Receiving HRM Asia’s Readers’ Choice Awards is not just an accolade; it reflects our team’s commitment to excellence.”

This recognition is more than just a trophy; it symbolises the hard work and dedication of the entire team. Tan emphasised how this award serves as motivation to continuously enhance their offerings, stating, “This award inspires us to continuously enhance our offerings and elevate the guest experience, ensuring that we remain a preferred choice for both short and long-term stays.”

Looking ahead, Pan Pacific Serviced Suites is excited to introduce new wellness programmes, including yoga and cooking classes. Tan explained, “To enrich their stay experience, we plan to introduce programmes such as yoga and cooking classes, as well as personalised amenities that create a true home away from home— where comfort and convenience are our priority.” This approach not only enhances the guest experience but also fosters a sense of community among residents, allowing them to connect and engage with one another.

Sustainability is another cornerstone of their operational philosophy. Tan elaborated on their commitment to eco-friendly practices, highlighting initiatives such as e-waste recycling, energy-efficient lighting, and paperless invoicing. “Our initiatives reflect this focus, aimed at reducing environmental impact while contributing positively to our community,” he said. This commitment to sustainability resonates well with modern travellers who increasingly value eco-conscious choices.

As they celebrate this prestigious award, the focus at Pan Pacific Serviced Suites Orchard remains firmly on delivering unmatched hospitality. “We are excited for the future and look forward to welcoming our residents for a memorable stay,” Tan concluded, acknowledging the importance of continuous improvement and innovation in hospitality.

Oasia Residence Singapore, equally deserving of accolades, was awarded the Gold Award for Best Serviced Apartment – By Property. Eunice Woo, the Residence Manager, articulated her gratitude for the recognition, stating, “We are deeply grateful to the HRM Asia readers for their unwavering support over the years, and it is an honour to receive the Gold Award for Best Serviced Apartment –By Property in 2024.” This achievement reflects the exceptional hospitality service that Oasia Residence is known for and is a testament to the team’s passion for creating memorable guest experiences.

Woo emphasised the hard work and dedication of every team member, explaining, “The recognition underscores the hard work

Perfectly situated in Singapore’s premier shopping district, Pan Pacific Serviced Suites Orchard offers unparalleled access to the city’s vibrant atmosphere and renowned retail brands. The property features 126 exquisitely furnished suites, including one- to two-bedroom apartments and luxurious penthouses, designed for an unforgettable and comfortable stay.

of every team member for their commitment and dedication to go the extra mile while serving our guests.” To ensure that guests receive the highest level of service, extensive training programmes were implemented to equip employees with the skills necessary to anticipate and meet individual guest needs. This focus on employee development fosters a welcoming atmosphere, making Oasia Residence feel like a home away from home.

The experiences offered at Oasia Residence set it apart from competitors. “The unique experiences they create enrich each stay, including monthly wellness walks, festive celebrations, and DIY hand scrub workshops that connect guests and make stay special,” Woo noted.

Located near West Coast Part, Oasia Residence offers a tranquil coastal setting that encourages relaxation and rejuvenation. Guests can enjoy fully furnished one- and two-bedroom apartments designed for comfort, alongside a host of wellness amenities, including a fitness centre, swimming pools, and tennis courts. “Oasia Residence provides a restorative respite in the city, empowering guests to Experience Wellness,” she highlighted, showing their focus on guest wellbeing.

GOLD WINNER

Best Serviced Apartment – By Property

Oasia Residence Singapore is more than just a place to stay; it is a retreat where guests can truly Journey Well. Its three wellness pillars – Refresh, Refuel, and Recharge – empower travellers to prioritise their wellbeing during their stay. Nestled away from the city centre, Oasia Residence offers a tranquil respite where guests can exercise, relax, and rejuvenate.

The residence is also committed to sustainability, implementing eco-friendly practices such as energy-efficient systems and waste reduction initiatives. Woo explained, “With evolving customer profiles, modern travellers appreciate our dedication to sustainable choices.”

As they look to the future, Oasia Residence plans to introduce personalised guest profiles to tailor services to individual preferences, along with expanding their wellness offerings. “With a clear vision for the future, Oasia Residence is poised to continue its trajectory of excellence, ensuring every guest leaves with unforgettable memories,” she concluded.

Adina Serviced Apartments Singapore Orchard secured the Silver Award for Best Serviced Apartment – By Property at Readers’ Choice Awards 2024. Ella Guo, Residence Manager for Adina Serviced Apartments Singapore Orchard, expressed heartfelt gratitude for the recognition, saying, “We are deeply honoured to receive HRM Asia’s Readers’ Choice Silver Award for Best Serviced Apartment – By Property in 2024, and we extend our gratitude to the readers who voted for us.”

“This recognition reflects Adina’s unwavering commitment to exceptional service, attention to detail, and understanding the

Adina Serviced Apartments Singapore Orchard, an Australian hospitality brand represented by Far East Hospitality in Singapore, marked its inaugural presence in both Asia and Singapore in 2022. This 88-unit property offers easy access to a host of dining options, museums, and nearby parks, all within walking or cycling distance.

unique needs of each guest. It is also a tribute to the dedication of our team, who consistently go above and beyond to create welcoming environment that feels like a home away from home.”

Adina Serviced Apartments Singapore Orchard offers a variety of accommodation options, from studios to spacious threebedroom apartments, catering to both short and extended stays. Each apartment is thoughtfully designed and fully equipped with modern amenities to provide comfort and convenience.

Guests are welcomed with refreshing popsicles at check-in, while the team provides local insider tips to help them settle into the neighbourhood. Additionally, partnerships with local businesses allow Adina guests to enjoy exclusive discounts by simply presenting their Adina key card.

Guo also shared plans for continuous improvement, stating, “Looking ahead, we are committed to enhancing the guest experience through a multifaceted approach.” This includes gathering guest feedback to refine their services, investing in employee training, and introducing innovative amenities. Adina’s focus remains on exceeding guest expectations and delivering personalised services, ensuring every stay is memorable and tailored to each guest’s needs.

SILVER WINNER

GOLD WINNER

HRM Magazine Asia congratulates all the winners of the Readers’ Choice Awards 2024!