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To celebrate the impact of the profession, 13 HR leaders from across the region share what keeps them motivated, and how they empower others while keeping the human touch at the heart of HR.
– Feature by Tracy Chan, Sarah Gideon, Umairah Nasir, and Priya Sunil.
Behind every strong workplace are HR professionals who help people grow, guide organisations through change, and keep humanity at the heart of business.
Today’s HR leaders are navigating a workplace that is more complex than ever – shaped by transformation, shifting employee expectations, new technologies, business pressures, and the ongoing need to build cultures of trust, inclusion, and resilience.
Despite these challenges, HR professionals continue to show deep commitment to their work, driven by a strong sense of purpose and passion for people.
This International HR Day (20 May), Human Resources Online speaks with 13 HR leaders from across the region to explore what they love most about being HR leaders, how they preserve the human element in an increasingly digital environment, and the moments that have reminded them why their work truly matters.
To our HR community, as we leave you to read what your peers have shared with us, we'd like to affirm that celebrating HR goes beyond a single day. It is about recognising the ongoing contributions of the profession and continuing to support one another in building workplaces that are more inclusive, positive, and people centric.
To all HR professionals: thank you for all that you do, and Happy International HR Day!
Thierry Kun, Head of Human Resources Business Partner – Asia Pacific, Longchamp
Q1: What is your favourite thing about being a HR leader?
My favorite part of being an HR leader is working closely with people and seeing the difference we can make in their day-to-day experience.
I enjoy being that bridge between employees and the business, making sure both sides feel heard and supported.
HR isn’t just paperwork or policies – it’s about helping people grow, solving problems, and creating an environment where everyone can do their best work. Knowing that this role contributes directly to the success of the team and the company is what makes it so rewarding.
Q2: In an increasingly digital workplace, how do you keep the human element in Human Resources?
In today’s digital workplace, I see technology as an enabler rather than a replacement for the human side of HR. Digital tools help us streamline processes, improve efficiency, and provide valuable insights, but they cannot replace empathy, trust, and connection. Our role is to guide transformation by ensuring that people remain at the center of change.
By combining digital solutions with genuine human interaction, HR can create workplaces that are both innovative and compassionate, keeping the human element alive while driving organisational success.
Q3: What moment in your HR journey reminded you why this work truly matters?
One moment that reminded me why HR truly matters was reflecting on my own journey. Early in my career, I met HR professionals who didn’t see my potential, and that experience left me feeling overlooked. But I also encountered others who believed in me, encouraged me, and opened doors I hadn’t imagined. That contrast showed me the real power HR has in shaping someone’s path. It inspired me to be the kind of HR leader who recognises talent, supports growth, and helps people see possibilities they might not see in themselves.
Lilian Tan, Chief Human Resources Officer, Mediacorp
Q1: What is your favourite thing about being a HR leader?
My favourite part of being an HR leader is the opportunity to shape both people’s experiences and the organisation’s culture at the same time. It’s a unique position where you can influence how individuals grow, feel valued, and succeed, while also driving business outcomes. I find it especially meaningful to help unlock potential in others, whether that’s supporting someone through a career milestone or building systems that enable teams to thrive.
Q2: In an increasingly digital workplace, how do you keep the human element in Human Resources?
Technology should enhance, not replace, the human connection. I focus on using digital tools to remove friction like automating repetitive tasks so HR can spend more time engaging meaningfully with people.
At the same time, I prioritise intentional touchpoints such as regular check-ins, empathetic listening, and creating safe spaces for honest conversations. It’s about balancing efficiency with empathy, ensuring that even in a digital environment, people still feel seen, heard, and supported.
Q3: What moment in your HR journey reminded you why this work truly matters?
During COVID-19, I transformed HR into a profit centre by launching an academy that generated training revenue. So instead of retrenching staff, we protected thousands of jobs. In many ways, I became the Chief Marketing Officer, and the Chief Sales Officer at the same time.
Seeing the relief and hope on people’s faces stayed with me. It was also a personal dream come true, to build something that creates both business value and real impact.
It reminded me that HR isn’t just about policies, it’s about protecting livelihoods and making a difference when it matters most.
Sandeep Girotra, Chief Human Resources Officer, DCM Shriram
Q1: What is your favourite thing about being a HR leader?
It is the ability to shape business outcomes through organisation, capability, and culture. HR today is not a support function; it is a strategic lever that determines whether an organisation can scale, transform and remain future-ready. The role allows you to work on the real levers of enterprise performance i.e., leadership depth, organisation design, productivity, succession, capability building, and culture. What makes it fulfilling is seeing these interventions translate into stronger businesses, better execution, and a more resilient institution over time.
Q2: In an increasingly digital workplace, how do you keep the human element in Human Resources?
Digital is no longer an HR efficiency agenda; it is reshaping the operating model of organisations. It is changing how work gets designed, how decisions are made, how capabilities are built and how productivity is measured.
Technology will automate activities, but its larger impact will be in redefining roles, skills, structures, and leadership expectations. The real responsibility is to ensure that digital transformation is business-led and purposefully embedded into ways of working i.e., strengthening judgement, accountability, agility, and enterprise performance, rather than becoming a standalone technology implementation.
Q3: What moment in your HR journey reminded you why this work truly matters?
For me, the defining moments have been when HR has directly enabled business transformation, whether through building leadership teams, redesigning organisations, developing future successors or helping businesses enter new phases of growth.
Across different companies and geographies, I have seen that strategy succeeds only when the organisation has the right structure, leadership depth, and culture to execute it.
Those moments reaffirm why HR matters. It is not about managing people processes; it is about building institutions that can sustain performance, navigate change, and create long-term value.
Jo Ng, Area Director of Human Resources, Shangri-La Kuala Lumpur
Q1: What is your favourite thing about being a HR leader?
My favourite thing about being an HR leader is the defining a‑ha moments when people strategies don’t just support but unlock business success.
I’m energised by creating connections and partnerships that deliver mutual value, whether through enabling strategic collaborations that open new opportunities, or negotiating a benefits partnership that elevated our brand at zero cost while positioning our partner as premium.
These moments are deeply satisfying because they underscore HR’s true impact – driving tangible, commercial outcomes through insight, influence, and purposeful alignment.
Q2: In an increasingly digital workplace, how do you keep the human element in Human Resources?
In an increasingly digital workplace, keeping the “human” in Human Resources requires deliberate design. Technology should enable, not replace, meaningful connection. This means embedding empathy, active listening, and authenticity into every employee touchpoint, while ensuring space for real conversations beyond screens.
Data and human judgment work hand in hand to shape well-rounded, thoughtful decisions. Ultimately, the focus is on creating experiences where people feel seen, heard, and valued because even in a digital environment, genuine human connection remains the foundation of engagement, trust, and performance.
Q3: What moment in your HR journey reminded you why this work truly matters?
Peta Ho, Assistant Vice President – Training & Development, Galaxy Entertainment Group
Q1: What is your favourite thing about being a HR leader?
What I love most about my role is that no matter what project or conversation I'm in, it always comes back to people. Every single day, I have the opportunity to make a real difference for the 20,000+ people who are part of Galaxy.
As one of the world's leading Integrated Resort companies, our true differentiator and our competitive edge, will always be our people. That's what makes being an HR leader so meaningful to me. It's a constant, daily reminder to focus on what matters most.
Q2: In an increasingly digital workplace, how do you keep the human element in Human Resources?
In the field of Training and Development, preserving the human element is fundamental to everything we do. For me, it comes down to intentionality, truly knowing your people, being present, understanding their needs, and listening.
At Galaxy, we co-create our training and development programmes alongside our stakeholders to ensure relevance and impact. And while we’ve invested in eLearning capabilities and content, we remain firmly committed to face-to-face learning through facilitated sessions and on-the-job development.
In a digital world, that human connection is not a luxury, it's a necessity.
Q3: What moment in your HR journey reminded you why this work truly matters?
Stavia Dexterina, Manager HRBP – Rest of Asia
Q1: What is your favourite thing about being a HR leader?
My greatest satisfaction as an HR leader is seeing individuals I’ve hired or supported through development programmes grow into their full potential; earning promotions, expanding their impact, and achieving personal career goals. Witnessing these outcomes reinforces the value of thoughtful talent investments.
It is especially meaningful when this growth happens within my own team, as it reflects a strong culture of development, trust, and empowerment that drives both individual success and organisational performance.
Q2: In an increasingly digital workplace, how do you keep the human element in Human Resources?
Digital transformation is meant to strengthen connection, not replace the human element. I maintain this by fostering open, respectful communication and leading with empathy.
Beyond work discussions, I encourage leader to prioritise regular check-ins to understand how my team feels and what support they need for their growth. This helps ensure interactions are not purely transactional, but meaningful and engaging.
By combining technology with genuine care and attention, we can create an environment where employees feel valued, heard, and supported in both their work and wellbeing.
Q3: What moment in your HR journey reminded you why this work truly matters?
A defining moment in my HR journey was supporting an employee through a challenging period, including a significant life event, and seeing how they navigated it with resilience.
Witnessing their journey, from overcoming difficulties to achieving growth and promotion has reinforced the true impact of HR. It reminded me that our role goes beyond processes, we enable people to overcome barriers and realise aspirations.
At times, HR may take its work for granted, without realising how deeply we can transform someone’s life.
Angelo Macario, Chief Human Resource Officer, National Museum of the Philippines
Q1: What is your favourite thing about being a HR leader?
What I love most about being an HR leader is the opportunity to share my experience, knowledge, and wisdom with people across the organisation.
Working in the public sector in the Philippines comes with its own set of challenges, particularly when it comes to governance, but these challenges continue to inspire me to lead with integrity and purpose. I strive to champion good governance and promote excellence in public service.
After all, as the saying goes, ‘public office is a public trust’. This reminds us that every decision we make – especially in managing public funds – must always serve the best interests of the Filipino people.
Q2: In an increasingly digital workplace, how do you keep the human element in Human Resources?
In today’s era of digital transformation, technology has undeniably made work more efficient, accurate, and streamlined. However, amidst all the advancements, the human element remains just as important – if not even more essential. During times of crisis, adversity, emotional distress, calamities, and disasters, it is human connection and compassion that truly make a difference.
For organisations, the emotional support provided by HR is an indispensable pillar of employee wellbeing and resilience. While digitalisation enhances processes and productivity, genuine human interaction fosters trust, empathy, and engagement within the workplace.
I firmly believe that technology and the human element should coexist harmoniously, creating a more meaningful employee experience and a stronger, more connected organisation.
Q3: What moment in your HR journey reminded you why this work truly matters?
Human resource management and development plays a vital role in every organisation – it is often considered the very heart of the institution. It is where employees begin their professional journey, grow throughout their careers, and eventually conclude their service. Without a strong HR function, organisations can easily fall into disorder and inefficiency.
HR serves as the foundation that brings structure, discipline, and direction to the workplace.
Beyond implementing policies and ensuring compliance with rules and regulations, HR is also responsible for developing people’s capabilities, helping employees become more productive, empowered, and engaged. More importantly, HR fosters a culture of peace, harmony, and collaboration – values that are essential for any organisation to thrive and succeed in the long run.
Suwitha Takerngkiat (Mimi), HR Leader – Thailand, Vietnam, & SEA Electrophysiology, Johnson & Johnson MedTech
Q1: What is your favourite thing about being a HR leader?
My favourite aspect is the opportunity to support people in their growth and wellbeing. After 15–16 years in HR, I still find deep meaning in creating environments where individuals feel seen, valued, and empowered to bring their best selves to work.
Q2: In an increasingly digital workplace, how do you keep the human element in Human Resources?
I believe technology should serve people, not replace the human connection. I focus on maintaining genuine listening, empathetic communication, and creating psychological safety, even in virtual settings, so that the human experience remains at the center of every process and decision.
Q3: What moment in your HR journey reminded you why this work truly matters?
There was a period when I was carrying a great deal of responsibility for others.
A pivotal moment came when I realised that true impact comes not from trying to fix everything, but from creating safe spaces where people can find their own strength and clarity.
That realisation reaffirmed why I chose this path many years ago, to support human potential with both compassion and professionalism.
Hieu Tran, People & Culture Head, Opella
Q1: What is your favourite thing about being a HR leader?
What I value most about being an HR leader is the ability to create meaningful impact at both an individual and organisational level. HR sits at the crossroads of strategy and execution, translating business priorities into tangible people impact – shaping culture, driving transformation, and building future leaders. I enjoy navigating complexity and bringing clarity, aligning people behind a shared direction.
But beyond strategy, it’s the human moments that matter most – seeing someone grow in confidence, step into new opportunities, and succeed. Knowing you’ve helped unlock that potential is what makes the role HR leader truly fulfilling.
Q2: In an increasingly digital workplace, how do you keep the human element in Human Resources?
In a digital workplace, keeping the human element starts with intentional design and leadership. Technology enhances, not replaces, connection. I focus on building human-centered experiences, where processes are simple, communication is authentic, and employees feel heard.
Equally important is enabling leaders to show empathy and presence, even in virtual settings, through meaningful conversations and regular connection.
By continuously listening to employees and acting on their feedback, we ensure that digital transformation doesn’t dilute culture, but instead strengthens engagement, trust, and a genuine sense of belonging.
Q3: What moment in your HR journey reminded you why this work truly matters?
One moment that truly stayed with me was during the COVID lockdown back in 2020, when we implemented the “live-work-sleep” model at our manufacturing site to keep operations running while ensuring employee safety. For ten consecutive weeks, teams stayed onsite, away from their families, driven by trust and shared purpose.
What struck me wasn’t just the operational success – it was the resilience, the care people showed for one another, and the role HR played in holding everything together. In that moment, HR was not about policies or processes. It was about humanity, trust, and leadership under pressure that truly matters. Because at its core, HR is about standing with people when it matters most – and helping them get through it, together and no one is left behind.
Diana Romatua Marbun, Head of People & Culture, Asetku
Q1: What is your favourite thing about being a HR leader?
My favorite thing about being an HR leader is being trusted during critical moments. From compensation conversations to conflict resolution and leadership development, I often help people navigate some of their most important career moments.
In short: it's being able to combine humanity with strategy, supporting people while building a stronger business. That balance is what makes HR leadership uniquely powerful.
Q2: In an increasingly digital workplace, how do you keep the human element in Human Resources?
In an increasingly digital workplace, I believe HR’s role is not just to adopt technology, but to ensure technology never replaces humanity. Digital tools can absolutely improve speed, efficiency, and data-driven decisions, but the human element comes from how we use them.
For me, that means keeping empathy, trust, and genuine connection at the center of every HR strategy.
My philosophy is simple: Digital can drive efficiency, but humanity drives engagement.
HR’s true value is ensuring people never feel like just data in a system.
Q3: What moment in your HR journey reminded you why this work truly matters?
Westley Siauw, Head, Strategic Human Capital, KPN Plantations
Q1: What is your favourite thing about being a HR leader?
My favourite thing about being an HR leader is the opportunity to balance business and people. As a strategic partner, HR must help drive organisational growth through its people. What I value most is translating business priorities into people strategies, while ensuring employees are treated fairly, respected, and supported.
My principle is simple, when we take care of our people, our people will take care of the business.
For me, HR leadership is about building an environment where employees feel valued, heard, and empowered to grow, contribute, and give their best.
Q2: In an increasingly digital workplace, how do you keep the human element in Human Resources?
In today’s workplace, HR increasingly relies on systems, data, automation, and digital processes to support faster and more objective decision-making. However, we must remember that not everyone adapts to technology at the same pace. Some employees may feel overwhelmed, left behind, or worried that technology will replace them.
For me, HR must ensure technology becomes an enabler, not a barrier. Data can guide decisions, but empathy, fairness, communication, and human judgment must remain central.
HR should be the bridge between business acceleration and employee readiness, helping people build confidence, capability, and trust through change.
Q3: What moment in your HR journey reminded you why this work truly matters?
One moment that reminded me why HR truly matters was when I had to be involved in people decisions that were important for the business, but also very personal for the employees.
In HR, we often need to make or support difficult decisions related to performance, organisational changes, or business needs. Those moments reminded me that HR cannot look only at numbers, structure, or targets. We also need to see the human impact behind every decision.
That experience shaped my belief that HR must be balanced: firm enough to protect the business, but human enough to protect fairness, dignity, and trust.
For me, HR matters because we help the organisation move forward without losing its humanity.
Niren Srivastava, Group CHRO, Motilal Oswal Financial Services Limited
Q1: What is your favourite thing about being a HR leader?
My favourite thing about being an HR leader is the opportunity to work closely with people and witness their growth journeys first-hand. It gives you exposure to the depth and width of human emotions, experiences, and aspirations. It is one of the few professions where you can genuinely make a meaningful difference in someone’s life.
What I value most is the ability to invest time in people, support them through challenges, and see them become better versions of themselves. There is immense satisfaction in knowing that you played a role in helping someone overcome a problem, build confidence, or achieve success in their career.
Q2: In an increasingly digital workplace, how do you keep the human element in Human Resources?
Technology, AI, and digital tools are powerful enablers in today’s workplace. They help us become faster, smarter, and more efficient. I always believe technology should help us differentiate the signal from the noise; it can provide insights, data, and patterns that support decision-making. However, what truly matters is what we choose to do with those insights. That is where human judgment and emotional understanding become irreplaceable.
For me, keeping the “human” in Human Resources means using technology as a support system, not as a substitute for compassion, connection, and care.
Q3: What moment in your HR journey reminded you why this work truly matters?
One of the defining moments in my HR journey was during the COVID-19 pandemic, when traditional HR processes took a back seat, and people support became the priority. HR became about helping employees and their families in every possible way, from arranging oxygen cylinders and hospital beds to coordinating vaccinations and offering emotional support.
What stayed with me most was the gratitude people expressed, sometimes simply because someone was there to listen and help.
That experience reinforced that at its core, HR is about people, empathy, and trust, especially during moments of uncertainty and crisis.
Paddy Jordan, Vice President, People, Culture & Communications, Asia Pacific, Suntory Global Spirits
Q1: What is your favourite thing about being a HR leader?
What I value most about being an HR leader is the opportunity to shape leadership, culture and positive change.
At this stage of my career, I’m motivated less by title and more by the impact I can create through my leadership.
I’ve been fortunate to work for organisations that empowered me to grow both internally and externally. For example, while working in Japan, I was encouraged to champion DE&I initiatives and contribute to broader conversations around inclusion and social progress. Those experiences helped shape my leadership philosophy.
Today, I strive to be a leader who drives meaningful change, someone who transforms situations to create better outcomes for people, teams and the business – and to be the change others may not yet be able to envision.
Q2: In an increasingly digital workplace, how do you keep the human element in Human Resources?
In an increasingly digital workplace, the human element in HR becomes even more important. Technology should simplify processes – not replace human connection.
For employees, digital transformation can create a more seamless and empowering experience, with fewer manual processes and faster, more responsive support. For leaders, it helps reduce time spent on administrative tasks, creating more capacity to focus on leadership, people development and the work that drives growth and business impact.
Ultimately, technology should enable HR to be more human-centred by creating more time for meaningful conversations, coaching, empathy and stronger connections across the organisation.
Q3: What moment in your HR journey reminded you why this work truly matters?
I’ve been fortunate to build my career across Dublin, Sydney, Tokyo, and now Singapore, supported by inspiring leaders and opportunities across different industries and HR roles.
While there have been many moments that remind me why HR matters, one that stands out was during my time in Japan, where we focused heavily on driving mindset and culture change to improve business performance. In my final year there, a Brand team presented a highly successful activation campaign and shared how the culture we had built encouraged them to think boldly, take risks and challenge conventional thinking.
That moment reinforced for me that the impact of HR is often long-term. It’s about shaping the mindsets, behaviours and culture that empower people and teams to unlock growth, drive innovation and deliver business success.
All photos / Provided
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