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The goal is to have realistic conversations about mobility and provide support where needed, Mukul Anand, HSBC Singapore Head of HR says, affirming that those who are not mobile do get equal career development opportunities.
For employees considering an international assignment, the journey can be both exciting and daunting. Our interviewee, Mukul Anand, HSBC Singapore Head of HR, who has built his career across different markets, knows that success hinges on having the right mindset, support systems, and career strategy.
As he tells Priya Sunil, talent mobility at HSBC isn’t just about moving people — it’s about developing future leaders, fostering cultural agility, and creating a globally connected workforce.
In this interview, he talks about how the bank approaches mobility as a key pillar of talent development.
Q Mukul, your career has taken you across markets. How has working in these different markets and among diverse cultures shaped your career and personal growth?
It has significantly shaped me, both professionally and personally. I started my career in India, then moved to Singapore, followed by Hong Kong, and now I’m back in Singapore.
When I joined HSBC, one of the key attractions was the opportunity to have an international career, which I believed a company like HSBC could offer. For me, it was a fulfilment of my career ambitions—working across various markets. Fortunately, my career has taken me to some highly attractive markets and vibrant financial centres.
It’s been a very rewarding journey, not just for me but for my family as well. Moving across countries has given my family, including my children, a broad international perspective on different cultures. Interacting with people from diverse backgrounds has made them more holistic world citizens than they might have been had we stayed in one country.
A lot of who I am today is owed to my international career and the opportunities I’ve had to work in different places.
Q It’s great that your family also benefits from this experience, not just you. Based on your own journey, what’s one of the biggest pieces of advice you’d give to an employee or someone you know who’s about to embark on their first international assignment?
The first thing I would ask or advise them is: why do you want this? You need to be clear about why you're pursuing an international assignment. Is it for the long term or the short term? Be clear on the objectives you want to achieve.
Secondly, there’s a lot of uncertainty when you go on an international assignment, so it’s important to address these as much as you can—not just by Googling, but by speaking to people. You’ll always find a robust community of people who have moved across markets, especially those in the market you're heading to.
For example, we have the Singapore Global Network, which includes many colleagues who are Singaporeans or have worked in Singapore and are now in other markets. We encourage employees to tap into this network to learn about the challenges others have faced and how they overcame them, creating a sense of community. When you move to a new place, the biggest issue is feeling disconnected and needing to restart by building a community. So it’s important to use these resources to help you feel connected.
Lastly, it’s crucial to be clear on the outcome you want from the assignment and focus on the positives of the experience. There’s always a certain level of uncertainty, but it’s important to approach the assignment with the mindset of “I want to make the best of this” rather than adopting a skeptical “Let’s see how it goes” attitude.
Q How has your overall experience shaped how you approach your current role at HSBC Singapore, as a leader and as an individual?
That’s a really good question. Working in different markets, including Singapore, has significantly increased my cultural awareness. You can think you're culturally aware, but you only truly test that when you work in different environments. My cultural sensitivity is definitely much higher now than it would have been had I only worked in one market, and that helps me in creating inclusive policies.
During my time in Hong Kong, I had the opportunity to look at various markets in Asia Pacific for HSBC. This experience taught me what works in different markets, what things are not uniform, when differentiated approaches are needed, and what the best practices are.
After returning to Singapore, I’ve been able to define inclusive policies by applying what I learned in other markets and adapting it to Singapore’s specific needs. Another key takeaway is how to adapt to different situations and respond in ways I may not have done in the past. This approach is especially useful when dealing with employee issues and showing the flexibility and adaptability required to manage various situations.
Most importantly, working across different markets allows you to learn from the best practices everywhere. If something works well in one place, you don’t need to reinvent the wheel—you can replicate it here, which makes solutions quicker and more effective.
Q Out of all the markets you’ve worked in, which has been your favourite so far?
I wouldn’t pick just one, as each market has its own unique value. However, if I had to choose, it would be Hong Kong, where I worked for 10 years before relocating to Singapore in 2023. My time in Hong Kong was very fulfilling from a personal perspective, as that’s where I saw my children grow up into the individuals they are today. Most of their formative years were spent there.
It was also the longest I’ve lived and worked in any one location. Additionally, HSBC has a significant scale and presence in Hong Kong, and it has always served as a regional headquarters. That provided me with a wealth of opportunities while working at HSBC.
Q How do you address the potential downsides of assignments, such as cultural adjustments and family disruptions, to ensure a positive experience for your employees?
Disruptions are inevitable when relocating. Even moving within the same city causes some adjustment. I believe creating a supportive community is key, both personally and professionally.
On the work front, expanding your network is crucial. In a flexible work environment, connecting with others is vital, especially when you're new to a location.
When moving with family, you need to consider their individual needs and plan solutions for them. Flexibility is essential, as things won’t always go according to plan. It’s important to approach the move with an open mind and a positive outlook.
We also offer a range of support, from relocation assistance to cultural integration, including employee resource groups . Additionally, as a global bank, we provide international banking services to help with financial logistics, such as setting up accounts, loans, and car rentals, ensuring a smooth transition.
Q Does this relocation support also include family members, or just the employees?
Yes, it includes family members as well. For shorter assignments, typically lasting 3-6 months, family support may not be included, but we ensure employees can stay connected with their families. But we do have provisions where the employees can stay connected with their family. Because, moving someone for three to six months is not ideal from a family perspective.
In most cases, we don't even see our employees asking for family moving with them for short period. But for longer assignments and for relocation, because lot of our relocations are open ended as well, wherein you move in and you have gone into a full-time permanent job. You can take a call at any point of time you want to move, because moving anywhere is a personal choice.
For example, my career has been a journey of growth rather than fixed-term assignments. I spent three years working in Singapore, then moved to Hong Kong when an opportunity arose. After 10 years there, I had the chance to return to Singapore.
Q What kinds of roles are typically eligible for international assignments, and which markets do they usually go to?
All roles are eligible for international mobility. However, there are market-specific regulations to consider, such as quotas for expats or local hiring restrictions. Employees are free to apply for roles in any location, as long as they meet the job requirements.
While it’s an open process, it’s important for employees to be clear about what they want from the role, especially if it involves a different location or business area, as these can pose additional challenges.
Q It's interesting that you mentioned employees can apply for different roles, as it broadens their exposure and skill sets.
Yes, roles are open-ended and can vary in duration. Some are short-term assignments (3 months to 2 years), ideal for gaining international experience. Others are longer, depending on the individual’s needs and personal obligations. These short-term assignments are a great way for employees to experience a new market and return to their home base when they're ready.
Q What support does your team receive to manage these assignees and any disruptions or opportunities effectively?
Our policies are designed to be supportive and comprehensive, covering everything from relocation to cultural assimilation and financial security. This empowers our team to guide assignees through their international transitions.
While policies remain consistent, we adapt them to individual needs, ensuring flexibility. We encourage our teams to be empathetic and offer solutions based on each person’s situation. This blend of policy and flexibility makes the experience smoother for both assignees and those managing their transitions.
Q How do you balance the need for international experience with logistical and financial constraints?
At HSBC, we view international experience as essential, especially for a global bank like ours. It’s crucial for us to develop an international talent pool. We aim to create opportunities for local talent in Singapore to gain international experience, benefiting both the individual and the company.
Regarding financial constraints, we tailor assignment packages to suit the budget, balancing costs with the individual’s needs. We also leverage government schemes, such as those from IBF and MAS, which partially fund international attachments, helping to offset some of the financial costs.
Q Do you have any highlights or outcomes that showcase the impact of these initiatives on your employees?
International experience is valued differently by employees. For those who prefer not to relocate, we offer global or regional projects that provide similar exposure. Mobility is a personal choice, and we ensure those who aren’t mobile still have opportunities to build their careers and gain skills.
Our approach is to offer flexibility, so no one feels excluded based on mobility preferences.
Whether through international assignments or projects within Singapore, employees can develop skills that align with the company’s global needs.
Q How often do these assignments take place, and what is the typical period for such assignments?
International assignments occur throughout the year, but we typically see more at the beginning of the year, as it aligns with the hiring cycle. The timing depends on the assignment type—short-term or open-ended. Developmental assignments usually cluster in the first half of the year, as companies prefer to start fresh from a cost perspective
Q Given HSBC's international focus, how do you get leadership buy-in for mobility initiatives?
Most of our leaders have international experience themselves and recognise the value of global mobility. They actively encourage their teams to explore international opportunities.
We also ensure that leadership supports employees throughout their international assignments, offering guidance and creating opportunities for progression, whether employees are mobile or not.
Q What steps have you taken to integrate mobility into your employees' career development plans, and what measurable outcomes have you seen?
We go beyond simply asking if employees are mobile. We dig deeper into where and when they are open to mobility and address any challenges or misconceptions they may have.
The goal is to have realistic conversations about mobility and provide support where needed. Not everyone will be mobile, but we ensure those who are not have equal career development opportunities, helping them gain relevant skills and experiences within their current location.
Q How are you equipping your people managers to have meaningful career development conversations with their employees?
At the leadership level, there’s strong buy-in, as many leaders have international experience.
However, at the manager level, it can vary. Managers often want to retain top performers within their teams. To guide this, we offer extensive training to help them plan careers effectively. We stress that career development is a key retention tool. We emphasise that losing an employee to another HSBC role is preferable to losing them to the external market.
We continuously train managers on career development planning and encourage honest, proactive conversations about transitions. With employees now able to apply for roles outside Singapore without manager approval, it’s vital that managers support career growth and help employees make informed decisions.
Additionally, we offer mentorship programmes, where employees can choose mentors with the relevant mobility or functional experience, providing an alternative channel for advice and guidance.
Q If you could take your entire team on an international assignment to any country in the world, where would you go and why?
If my team wanted a holiday, I’d choose New Zealand for a relaxing break. However, given HSBC’s global presence, I’d take them to Hong Kong for two reasons:
- The scale and impact of HSBC’s operations there.
- The sense of community and how HSBC integrates with and contributes to the local culture and development.
I’d want my team to experience this, feel proud of HSBC’s role in the community, and bring that pride back to Singapore, elevating our own position here.
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