Faces of HR: GSK's Aman Sahibzada on what it takes to be the 'Yoda' of total rewards

To him, the ideal rewards leader is part strategist, part storyteller, with a dash of Jedi wisdom.

“Over the past five years, the role of rewards has evolved significantly — not just in attracting and retaining talent, but also in driving deeper employee engagement,” says Aman Sahibzada, Compensation & Benefits Service Centre Lead — APAC, GSK. “The global and APAC landscapes have undergone major shifts, and with each change, employee behaviours and expectations have evolved.”

Based in Kuala Lumpur, Aman brings over two decades of HR experience across industries like finance and pharma. To him, rewards isn't just about numbers on a spreadsheet — it serves as a powerful lever for shaping culture, fostering growth, and driving strategic business outcomes.

As the workplace continues to shift, he believes reward leaders must go beyond technical expertise to stay connected to the pulse of their organisations, championing policies that reflect empathy, adaptability, and purpose.

Ahead of his session at #TotalRewardsMY, Aman speaks with Sabarish Prasad about why today’s rewards leaders must blend data fluency, empathy, and business acumen to craft people-centric strategies that not only meet evolving employee expectations but also advance organisational goals.

Q How has the role of rewards in talent attraction and retention strategies evolved over the last five years, especially in the APAC region?

Over the past five years, the role of rewards has evolved significantly — not just in attracting and retaining talent, but also in driving deeper employee engagement. The global and APAC landscapes have undergone major shifts, and with each change, employee behaviours and expectations have evolved. In response, organisations have moved away from basic pay models toward more holistic and personalised total rewards strategies.

While there has been a clear shift toward flexibility, with organisations having the leverage to be more creative in their offering, there has been even more focus on how rewards can partner (rather than just support) on the entire career development and growth journey of employees with differentiated rewards.

Equally important is the refreshed focus on health and wellbeing (which might have been brought on by the COVID-19 era) especially in APAC, where these areas were not as prominent before 2019. I have also seen a meaningful rise in investments around mental health and emotional support, which I believe will continue to be a vital component of future rewards strategies.

Q What is one C&B trend that you believe is powerful enough to stay for the long term?

One long-term trend in compensation & benefits that’s here to stay is targeted total rewards. Gone are the days when a standard salary and a generic bonus did the trick. With diverse market dynamics across countries, life stages, preferences, and priorities, a one-size-fits-all approach is as outdated as dial-up internet.

Thanks to HR analytics and AI, we can now tailor rewards to what truly matters to employees — whether that’s flexible work, mental health support, or meaningful career growth. It's not just smart strategy; it’s good people sense.

"As we continue to navigate a world where purpose, wellbeing, and flexibility top the list, personalised rewards will remain a key lever for engagement, retention, and employer branding."

Plus, who doesn’t appreciate a reward that actually feels rewarding?

Q As a seasoned rewards/HR professional, what do you believe are the most important traits for rewards leaders of today and the future?

In my view, a modern rewards professional is far more than a compensation calculator— we’re strategic enablers of business success. This role demands a deep understanding of how rewards link back to business goals, workforce trends, and evolving employee expectations. If you’re not aligned with what the business is trying to achieve, even the most well-designed reward interventions will fall flat. It’s about seeing the bigger picture and translating strategy into meaningful action.

That said, technical skills alone aren’t enough. Empathy and adaptability are equally important — because in today’s fast-moving, people-focused world, strategies can’t be created in a vacuum. Rewards leaders must stay connected to the pulse of the organisation, listen actively, and communicate clearly and persuasively across stakeholders.

To me, the ideal rewards professional is a curious, people-savvy innovator with data fluency, agility, and the influence to drive real change. Think of it as a blend of strategist, analyst, and storyteller — with just a dash of Jedi wisdom. If you’ve got that mix, you're not just supporting the business — you’re helping shape its future. And let’s be honest, who wouldn’t want to be the Yoda of total rewards (minus the grammar quirks)?

Q To end on a lighter note, what are the biggest misconceptions people have about total rewards?

I will share a very personal experience here. At a social event four to five years back, I was met with some of the most incredible reactions when I shared about my career (Yes, I was working in rewards back then as well), the most prominent one being, “Oh, you love working with numbers”.

One of the most common misconceptions about total rewards is the idea that it's all about salary and bonuses—like a paycheck is the only way to keep employees engaged. But let’s be real, if cash was the magic fix, we’d all be working at a goldmine. Total rewards go beyond the numbers to include vital elements like career development, flexibility, wellbeing, and, yes, a sense of purpose. After all, a happy, fulfilled employee is worth more than just a paycheck!

Another myth? The “one-size-fits-all” approach. While the idea sounds simple, it’s about as effective as wearing a uniform that’s three sizes too big. Personalisation is the real game-changer. Understanding what makes each employee tick— whether it’s career growth opportunities or a better work-life balance—can take rewards from basic to brilliant

"So, next time someone mentions 'total rewards', let’s remember it’s about far more than the pay check. It’s about creating an ecosystem where employees thrive and feel genuinely supported in all aspects of their work-life journey. That’s the real reward!"

P.S. Apart from all of this, I do love working with numbers 😊.

Q What are you most looking forward to in your speaking engagement at #TotalRewardsMY?

I’m most looking forward to sharing practical insights and sparking meaningful conversations with fellow HR and rewards leaders at #TotalRewardsMY. It's an exciting opportunity to explore how total rewards are evolving across APAC, learn from diverse perspectives, and discuss innovative strategies that truly resonate with today’s workforce.

Most of all, I’m eager to connect, collaborate, and be inspired by the collective energy and forward thinking of the community.

I want to attend the conference: If you're keen to attend this closed-door conference, kindly register your interest here. For speaking opportunities, please write in to Sabarish Prasad. We look forward to welcoming you!

I want to sponsor: Engage in meaningful dialogue through dedicated speaking slots, roundtable discussions, and at your booths! If your organisation provides any talent solutions and products that you'd like to showcase, you’ll fit right into this event. To learn how you can sponsor, please reach out to a member of our team now!