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Skill-based hiring, the growing demand for work-life balance, and hybrid working arrangements are among the key factors likely to shape how these leaders approach recruitment, as Colette Wong learns.
The recruitment landscape has evolved significantly in recent years, driven by the influx of younger employees who prioritise work-life balance—an outlook shaped by their experiences during the COVID-19 pandemic. The rise of AI has further transformed the workplace, with many companies adopting automated tools to enhance productivity and streamline workflows.
As we find our footing in 2025, six HR leaders share with HRO’s Colette Wong their insights on the recruitment landscape over the years, what trends these bring forth in the year ahead, and how they and their teams are staying on top of these trends.
Read the interview excerpts below.
Debbie Wang, Group Chief HR Officer, idsMED
"Recruitment has always been a cornerstone of organisational success and a critical function of human resources. Over the years, particularly in the post-COVID era, the adoption of recruitment and interview platforms such as HireVue, Modern Hire, and SparkHire has gained significant traction. Although these technologies have been available for more than a decade, their adoption was initially slow.
"However, the post-COVID shift has led to a marked increase in their usage, driven by the need to adapt to new ways of working. Our organisation has embraced these technologies across the region with favourable acceptance rates, significantly enhancing the timeliness and efficiency of the overall recruitment process."
Gaylynne Neill, President of People for Asia Pacific, DP World
"DP World’s recruitment process is guided by our global strategy to grow as a provider of end-to-end supply chain solutions with ports and terminals at the core. As we accelerate on achieving our business goals and rapidly expanding our footprint globally, we ensure that our recruitment and talent strategies are agile, flexible, and impactful to best meet the needs of the diverse geographies and business functions we have.
"For example, in Asia Pacific, our recruitment strategy is purpose-built to align with regional needs, ensuring adaptability and responsiveness to a rapidly evolving landscape."
Inge Melkert, Regional Head of People & Culture, Flo Energy
"Flo, still relatively young after launching in 2021, has experienced rapid growth over the past few years. Expanding into a new region created a need for more hires, prompting us to adapt our recruitment process. We've streamlined our approach by using AI to scan resumes for key skills, which we then review manually. This has helped reduce the time spent on manual tasks while improving efficiency.
"Additionally, with regional hiring, we now conduct the first one or two rounds of interviews virtually. However, we always ensure at least one in-person interview to evaluate in-person problem-solving, coding challenges, and mutual cultural fit. One challenge we’ve encountered with the rise of GenAI tools is that it can be harder to gauge a candidate's true thoughts and feelings, which is why in-person interviews remain essential."
Maureen Gomez, Chief Talent Officer, Publicis Groupe Malaysia
"Our recruitment process has evolved significantly, with a shift towards automation and smarter tech solutions to drive efficiency and improve the hiring process and experience. Speed is critical in the current talent market, and we are leveraging technology to reduce the risk of losing top candidates to competitors. We are upgrading to an AI-powered recruitment platform for smarter talent matching and have implemented automated screening, which has reduced time-to-hire significantly.
"While automation has improved speed, balancing efficiency with a personal candidate experience remains crucial and we have added personalised communications using ATS chatbots to maintain candidate satisfaction and engagement.
"As with technology, system glitches can occur, and when that happens, we go back to traditional ways of working."
Reena Talla, Employee Experience Service Lead – APMEA & Europe, Kerry
"Kerry’s recruitment process has transformed significantly, shifting from a traditional, role-centric approach to a strategic, people-focused model deeply rooted in our company’s purpose and values. Our core values—courage, ownership, inclusiveness, open-mindedness, and an enterprising spirit—are now integral to our recruitment strategy, ensuring we attract and retain individuals who align with these principles.
"Key improvements include embedding diversity and inclusion as a cornerstone of our hiring practices, adopting structured interview frameworks to assess both technical expertise and cultural fit, and streamlining processes to enhance candidate experience. We’ve also moved from a transactional recruitment model to one focused on building relationships and attracting talent with future-ready capabilities.
"Ultimately, our aim is to foster a recruitment process that not only identifies the right skills but also connects candidates to our values of integrity, respect, teamwork, and innovation."
Wong Keng Fye, Head of Human Capital, Maybank Singapore
"Our recruitment process has evolved to meet changing workforce demands, and we leverage technology to streamline hiring process and identify talent more efficiently. For example, we have reduced hiring time by using AI-led candidate screening to better meet our business partners’ needs, and create a more seamless process for applicants.
"However, technology can unintentionally exclude strong candidates. Hence, we balance technological tools through partnerships and networking to seek the best/most suitable talent.
"The pandemic was a game changer as many companies adopted flexible office arrangements. We launched the Mobile Work Arrangement system and ensure our staff remain connected and engaged through various recreational and staff engagement activities."
When asked about the biggest trends set to impact their company’s recruitment process in the next one to two years, most leaders shared similar predictions. They pointed to skill-based hiring, the growing demand for work-life balance, and hybrid working arrangements as key factors likely to shape their approach to recruitment.
Many organisations and employees alike are seeking the best fit for themselves. As such, HR leaders believe that hiring based on skills will be the next big thing to ensure success for the organization and fulfilment for the people. A majority of the leaders agree with the following, as Reena highlights that adaptability, problem-solving, and real-world experience are valued over traditional qualifications.
Candidates increasingly seek purpose-driven roles in organisations committed to sustainability, innovation, and meaningful impact—pillars that align closely with Kerry’s identity.
Reena Talla, Employee Experience Service Lead - APMEA & Europe at Kerry
Maybank's Wong Keng Fye and Flo Energy’s Inge Melkert also points out the fact that the demand for tech talents, more specifically in the areas of like software engineering, data science and cybersecurity are increasing as the rise of technology means more experts in the field are required to keep up with these advancements.
However, finding the right tech professional with the specific skillset to match the job can be a challenge for some hirers, as a survey by Korn Ferry reported that 24% of recruiting teams surveyed find it difficult to find the employee with the suitable skill for their organisation.
As recommended, one way to overcome this challenge is to incorporate technology in the recruitment process. In fact, the same survey revealed that 67% of respondents anticipate an increasing number of AI usage as one of the top talent acquisition trends for 2025.
The above aside, Gaylynne Neill from DP World is optimistic towards this implementation and is prepared to deploy more hiring technologies such as AI-powered screening, automated workflow to support interview scheduling, recruitment marketing automation, as well as adopt talent analytics to understand trends and market insights.
Apart from fulfilling the technical aspect, employee wellbeing has also been another trending topic for hiring companies and job seekers. With the priority now being shifted to cultivating healthy mental health and working flexibly, job seekers are not afraid to express the kind of workplace culture they want to be part of.
Maureen Gomez also agreed with the above as she shared that Publicis Groupe Malaysia’s employee value proposition (EVP) reflects the same trend. With that, the organisation provides hybrid work options, accelerated career development pathways, and comprehensive well-being programs for their employees.
"These trends require us to innovate and position our organization as a destination for top talent seeking meaningful and balanced work," she added.
Finally, the leaders share their strategies for staying on top of these hiring trends for the years ahead. Among many things, most leaders will focus on cultivating a holistic work environment by constantly seeking to upskill employees, prioritising a good employee experience, and leveraging the power of technology to streamline and identify suitable talents.
To that effect, one thing idsMED’s Debbie Wang reminds us on is that "organisations must re-evaluate their attraction strategies to remain competitive." And as the definition of a "modern workforce" continues to shift, she also highlights the need for leaders to look at implementing innovative approaches to talent acquisition and retention.
In the same vein, Inge is focused on investing tools that support Flo Energy’s core values of transparency, learning, and ambition which would help employees to stay productive and motivated.
“An example of this would be biannual pulse check surveys to gather insights and gauge employees’ thoughts on various aspects of work. We have also introduced anytime 360 feedback and peer reviews, ensuring employees receive a holistic view of their performance, beyond just managerial feedback,” she says.
Likewise, Gaylynne is committed to set DP World as a people-centric organisation by prioritising diverse talent, valuing unique perspectives, innovative ideas, and collaborative skills. With placing their people at the core, she believes that the organisation will continue to lead in transforming global trade.
When it comes to technology, Reena is preparing for the future by equipping Kerry’s recruitment team with the latest tools and technologies. These advancements will enable data-driven decision-making and provide valuable insights into industry trends.
Meanwhile, Maureen recognises the importance of AI proficiency and has introduced training programmes to upskill her workforce. One such initiative is "Let’s PL.AI", hosted on Marcel—Publicis Groupe’s custom-built AI platform—designed to help employees enhance their AI skills.
Finally, on Maybank's end, the team will continue to leverage systems and automation tools such as an improved applicant tracking system, chatbots, virtual interviews, or assessment capabilities. Keng Fye adds: "We will also upskill our recruitment team to better use data-driven decision making on talent acquisition and retention."
"We are further strengthening our EVP by identifying and leveraging key drivers unique to Maybank, and driving greater collaboration across the Bank.
"We are also fostering a more agile mindset to respond swiftly to market changes, while continuing to champion work-life flexibility and promote Diversity, Equity, and Inclusion."
Wong Keng Fye, Head of Human Capital at Maybank Singapore
As we settle into the new year, it is expected that more of such practices will be refined as companies embrace change in their recruitment strategies, paving way for new, essential ways to recruit top talent.
Similarly, job seekers are likely to shift their expectations further, placing greater emphasis on wellbeing and finding meaning in their work lives.
Photos: Provided
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