Andy Zupsic, managing director, Microsoft Singapore Pte Ltd Examine any organisation and their highest operating expense is invariably their people. Yet you will find that not every business manages the people asset effectively. The task of attracting, retaining, training and promoting of staff should be at the top of each senior manager’s list of priorities. Historically, HR has suffered from being viewed as a glorified administrative department. However, the new breed of HR professionals has been actively carving out significantly expanded roles for themselves.
I place this new breed in two categories: Progressive-thinking and forward thinking HR professionals. The first group has a strong sphere of influence in the boardroom, and can deliver a comprehensive and measurable set of people strategies that are aligned to overall business goals. The second does not stop with just HR and business alignment. They proactively anticipate future cultural changes and are at the forefront of HR and business thinking. They champion people as the number one priority for the entire organisation. I call this HR-driven business change, as opposed to business-driven HR change. Does this mean that the clerical tasks have disappeared? No. Thankfully, such HR responsibilities can now be automated.
Seah Chin Siong, managing director, Accenture Pte Ltd Ideally, the HR function should make a science out of the art of managing human capital by linking development processes to business outcomes. The centre of HR transformation will be to find the right balance between providing high value business solutions while maintaining or lowering operating costs. Technology-enabled service delivery and outsourcing can further accelerate the transformation of HR capabilities. Freed from many operational responsibilities, HR professionals can then actively participate in CEO-driven transformational change, shift focus and play a strategic role in the boardroom as opposed to HR being an afterthought.
HR constantly finds itself caught in the crossfire of business and economic pressures. We recently conducted an international study and discovered that four out of the five top corporate strategic priorities in creating a high performance business are workforce related. Furthermore, there is increasing recognition that high performing workforces are driven by effective HR. Executives also confirm that the HR team is amongst the three most value-adding departments that play a critical role in executing corporate strategy. Interestingly, CEOs feel more strongly about HR than the executives in charge of human resources. Eric Brand, general manager, Orchard Hotel Singapore Not only does the human resources team play a strategic role in business, it is also a vital function. Sadly, there are few truly great HR development executives who specialise in the hospitality business, albeit great opportunity for advancement and growth for great HR talent. A good HR person plays a key role as the glue of a team and the keeper of the rules by ensuring that everyone receives fair treatment, in a safe work environment.
Overall, the recent suitcase of awards that we’ve garnered showcased the commitment and enthusiasm by senior management, HR and staff to deliver excellence in both product and service. Con Korfiatis, chief operating officer, Jetstar Asia HR is a huge part of our business. We are our people and Jetstar Asia in itself is nothing. The brand is actually the personality that we project and that service commitment very much comes through our people.
We are very fortunate that the airline industry shares an enthusiasm for service. If you look at the different airlines, whether or not they are full service or low-cost carriers, they each have their own personality and corporate culture. Jetstar’s HR team aligns such brand service strategies into their plans and sees the workforce as ambassadors of the airline.
