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In this interview with Priya Sunil, Roselin Lee, VP HR, shares how Shiseido is turning its vision of being the “Home and Source for Talent” into reality.
At Shiseido Asia Pacific, employees sit at the heart of every decision. Guided by a 'People first' philosophy, the HR team is focused on creating meaningful career pathways, empowering future leaders, and building an inclusive environment where talent from 16 nationalities can grow together.
This is one of the many things HRO's Priya Sunil recently learnt in an interview with Roselin Lee (pictured above), Vice President, Human Resources, Shiseido Asia Pacific. From the Asia Learning Centre to the region-wide Career Pathways programme, the company has introduced initiatives that balance employee aspirations with business needs – all while earning recognition for its efforts across multiple markets.
In this feature, the leader unpacks how Shiseido is rethinking leadership development, career mobility, and inclusivity to prepare its diverse workforce for the future.
Q You’ve championed a ‘people over process’ philosophy at Shiseido Asia Pacific. How has this approach shaped the way you design policies and experiences for your employees, particularly across such a diverse and multigenerational workforce?
At Shiseido, our ‘People first’ focus is more than just a guiding principle – it is a commitment to putting our employees at the heart of everything we do, and shapes the way we design policies, build experiences and drive initiatives for our people. We have always placed great importance in investing in our employees by providing them with skills training, career development and opportunities to work on cross-functional projects, so they may be more empowered to develop their competencies and chart their growth within Shiseido.
For those seeking internal mobility opportunities, robust policies are set in place, so employees are well-equipped to navigate forward and drive their career aspirations.
Also recognising that we have a diverse and multigenerational workforce, comprising people of various nationalities and ethnicities, we’ve built a culture that not only champions growth, but also champions diversity and inclusivity. Our organisation celebrates this through various events such as Lunar New Year and International Women’s Day. By fostering a culture where everyone feels respected and included at the workplace, we can further enhance harmony, innovation, and overall success at Shiseido.
Beyond the workplace, we offer flexible work arrangements, and a variety of employee wellness programmes, including opportunities to sign up for fitness activities to lunch-and-learn sessions, in support of our employees’ wellbeing so that they feel more holistically supported to bring their best selves to work.
As we continue to shape our policies and experiences for our employees, we also recognise that we need to continuously review and enhance them, to ensure that they remain aligned with the evolving needs of our people. As part of this commitment, we conduct regular employee engagement surveys which provide us with valuable insights into the perspectives and experiences of each employee. The feedback gathered then forms the basis of what is working well and where we need to focus on to drive a workplace that empowers our teams to perform at their best, leading to greater success for the business.
By focusing on our people, we ensure that our policies are not only effective but also resonate deeply with our employees, fostering a sense of belonging and engagement.
Q With a significant portion of your workforce made up of Millennials and Gen Z, how is Shiseido adapting its leadership development programmes to meet the aspirations and working styles of these younger employees?
Millennials and Gen Z are increasingly looking for purpose-driven work and continuous growth.
Our leadership development programmes such as the Inspirational Leadership Programme (ILP) and Accelerated Leadership Programme (ALP) are intentionally designed to reflect these aspirations, and help our employees to develop the capability and confidence necessary to excel in their capacity as leaders within the beauty industry.
The ILP – a six-month hybrid learning programme launched in 2019 – was established to enable leaders to gain familiarity with critical leadership behaviours and design thinking tools to drive a culture of innovation at Shiseido. As for the ALP, the two-month hybrid experiential learning journey was designed to activate each individual’s potential to lead themselves and others through disruptive times, and develop their business acumen to set them up for success in a team leadership role in the organisation. During the two months, leaders would be exposed to different leadership scenarios, business simulation, and forward-thinking innovation activities.
By continually adapting our leadership development programmes, we are building an ecosystem that nurtures and empowers our employees to reach their full potential and drive our organisation’s success.
Q Shiseido Asia Pacific aims to be the “Home and Source for Talent”. What does that vision look like in practice, and how are you building an ecosystem that nurtures future-ready leaders?
Being the “Home and Source for Talent” means creating an environment where employees feel valued, supported, and inspired to grow. In practice, this involves offering comprehensive training programmess, fostering a culture of continuous learning, and providing ample opportunities for career advancement.
Investing in early talent through our internship programme is one such way where we bring this vision to life. Each year, we partner with top educational institutes to provide students with valuable on-the-job training that bridges the gap between their field of study and real-world application. Not only is our internship programme designed to help young talents to build practical skills, but it is also intentionally crafted to ensure their time with us at Shiseido gives them a strong foundation for long-term career readiness, while cultivating their leadership potential.
As for our employees, one distinguishing factor in how we nurture future-ready leaders lies in our approach to learning and development. Traditionally, Japanese firms focus on on-the-job training through job rotations. However, through our leadership programmes such as the ILP and ALP, our employees have the opportunity to develop leadership, functional expertise, and innovation skills and behaviours without having to transition out of their existing roles. These capabilities are not only essential to support our customers and drive business growth, but also key in helping our employees thrive to the best of their abilities.
For employees interested in exploring careers beyond their current roles, our recently launched Career Pathways programme further offers them with the cross-functional exposure as they embark on personalised development plans to help them achieve their career aspirations, while ensuring alignment with our organisational goals.
Together, these initiatives are key in how we are building an ecosystem that nurtures future-ready leaders and bringing the vision of being “Home and Source for Talent” to life.
Notably, our Asia Pacific Regional Headquarters in Singapore and Shiseido Singapore have been recognised as a "Great Place to Work" for two consecutive years in 2023 and 2024. In 2024, we were also named one of the "Best Companies to Work For in Asia" in Thailand, Indonesia, and Vietnam. These recognitions are strong testaments that putting people at the core of whatever we do works, backed by globally recognised certification processes and feedback from our people.
Q The Asia Learning Centre has been in place since 2019. What have been some of the most impactful outcomes from this initiative, and how are you evolving it to meet today’s rapidly shifting business demands?
Since its inception in 2019, the Asia Learning Centre has delivered significant, meaningful impact across our organisation. It has played a pivotal role in the upskilling of our workforce, fostering a culture of continuous learning, and strengthening our agility and ability in response to evolving market dynamics.
Some of the most impactful outcomes include improved employee performance, higher engagement levels, and the development of a future-ready talent pipeline.
To address today's rapidly shifting business demands, we are evolving the Centre by incorporating digital learning platforms, offering more structured self-paced learning pathways, and aligning our programmes with the latest industry trends and business priorities.
Q Tell us more about the Career Pathways programme launched in 2024. How does it address the changing expectations employees have around career growth and internal mobility?
More than ever, employees are seeking growth, reskilling opportunities, and purposeful career progression.
Our Career Pathways programme – a region-wide internal talent mobility programme – was launched in response to these evolving expectations, to empower our people to chart their own course of development within the organisation and diversify their work experiences.
Under this programme, employees are given the opportunity to be on structured development plans and learning interventions tailored to their scope of interest and individual aspirations. Additionally, they are supported by their line managers who will act as their mentor during this journey to ensure they are set up for success, alongside our HR team who comes in to facilitate regular mobility discussions to ensure seamless transitions into new roles for our people.
Building on the launch of the programme last year, we are now taking a phased approach, and expanding from commercial job roles such as Brand Marketing, Digital, E-commerce, Sales, and Training, to corporate functions including HR, Supply Chain, and Finance. Further supported by competency-building trainings under the ALC, we are providing our people with the resources and support needed to navigate their career journeys.
We believe that investing in our employees’ professional growth not only benefits our employees but also strengthens the foundation of our organisation as a whole, and remain committed to supporting our employees in unlocking their potential as they embark on their career goals.
Q In a regional HQ with 16 nationalities represented, how do you ensure inclusive leadership development that resonates across different cultural backgrounds and career stages?
Ensuring inclusive leadership development in a regional HQ with 16 nationalities involves creating programmes that are culturally sensitive and adaptable to different career stages. We achieve this by incorporating diverse perspectives into our training content, promoting an inclusive culture that values and respects diversity. As part of this, we are working on a Diversity, Equity & Inclusion (DE&I) learning module to provide training on cultural competence and inclusive leadership, ensuring that our leaders are equipped to manage and inspire a diverse team.
This approach helps us create a cohesive and supportive environment where all employees can thrive, and also aligns well with our ‘People First’ philosophy, guided by our TRUST 8 principles. These principles including Thinking Big, Taking Risks, Collaborating, Being Accountable, amongst others, define the key qualities and shared foundation of what it takes to nurture our people, regardless of their culture or career background.
To embed these principles meaningfully, all Shiseido employees undergo courses and trainings to help them understand the importance of the 'TRUST 8' principles in detail, and how they can put them into action in the workplace.
We also reinforce these behaviours through our annual Circle of TRUST 8 Awards – a prestigious region-wide recognition initiative that is peer-nominated and celebrates individuals who consistently exemplify these principles.
This initiative not only promotes a culture of excellence, but also strengthens a sense of belonging and inclusion across all levels and backgrounds in Shiseido.
This initiative not only promotes a culture of excellence, but also strengthens a sense of belonging and inclusion across all levels and backgrounds in Shiseido.
Q How do stretch assignments and job rotations play into Shiseido’s broader talent strategy, and what’s been the employee response to these opportunities for growth?
Stretch assignments and job rotations are integral to Shiseido’s broader talent strategy as they provide employees with opportunities to acquire new skills, gain diverse experiences, and prepare for future leadership roles. These initiatives are designed to challenge employees, promote cross-functional collaboration, and enhance adaptability. Starting late last year, we have initiated a couple stretch assignments for HR, Digital, E-Commerce, and Supply Network.
Employee feedback has been very positive, reflecting the value these initiatives bring in fostering a culture of continuous learning and development, and innovation.
Q What advice would you give to HR leaders in the region who are trying to balance flexibility with structure when building futureproof employee experiences?
Balancing flexibility with structure requires a thoughtful approach that considers the unique needs of the workforce while maintaining organisational goals. My advice to HR leaders is to prioritise open communication and feedback, involve employees in the design of policies and programmes, and leverage technology to enable flexible work arrangements.
It is also important to establish clear guidelines and expectations to ensure consistency and fairness. By finding the right balance, HR leaders can create futureproof employee experiences that are both adaptable and aligned with the company's vision.
Q To end on a fun note – If you could design a leadership development programme inspired by any beauty product or routine, what would it look like – and what ‘ingredients’ would it include?
If I were to design a leadership development programme inspired by a beauty routine, it would resemble a comprehensive skincare routine. The ‘ingredients’ would include a foundation of core leadership skills (akin to a cleanser that prepares the skin), ongoing learning and development opportunities (akin to a serum that nourishes), mentorship and coaching (akin to a moisturiser that further nurtures and strengthens), and regular feedback and reflection (akin to an scrub or exfoliant that removes any ‘obstacles’ and promotes renewal).
Together, these elements cultivate leaders who are well-rounded, resilient, and continuously improving.
Photo / Provided
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