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The senior HR leader says courage, clarity, and care guide his approach to talent mobility, helping teams adapt, innovate, and grow while creating meaningful impact for employees and the business.
For Jackson Teng (pictured above), Senior Director of Asia Talent Acquisition and Workforce Development at Micron Technology, a good day at work is one where meaningful impact is created for the business, the team, talent, and the wider community. It is when a hiring manager gains clarity, a team delivers breakthroughs because barriers are removed, and a candidate feels truly valued.
Teng has over two decades of experience in the semiconductor industry, starting his career as an engineer at tech semiconductor before joining Micron through acquisition. Since moving into HR in 2013, he has served as an executive business partner for global and regional organisations and led HR operations in Taiwan, guiding teams through M&A integration and new plant start-ups.
In his current role, Teng leads regional talent acquisition strategies that drive workforce development, elevate talent engagement, and enable career mobility. He emphasises that data guides decisions, but human conversations make them meaningful. Mentoring and learning from team members, celebrating promotions, new roles, or a graduate’s first offer are what energise him and remind him why his work matters.
To recharge, he draws inspiration from the people he serves, peers who challenge him, and his own personal pursuits such as cycling, travelling, and quiet reflection.
Growth is a team sport and humility accelerate improvement.
Ahead of his session at #TalentMobility 2026, he shares in this interview with Mary Ann Bundukin how he applies courage, clarity, and care to develop mobile, future-ready teams, and how talent mobility drives growth, engagement, and opportunities across borders.
Q What does a “good day” at work look like for you, that kind of day that reminds you why you love what you do in HR?
A good day is when we create meaningful impact to the business, our team members, to talent, and the community. It’s when a hiring manager gains clarity, a team delivers breakthroughs because we removed barriers, and when a candidate feels truly valued. We’re not just filling roles; we’re opening doors across borders and creating opportunities that change lives. Data guides us, but human conversations make it meaningful. Mentoring and learning from team members energises me.
Celebrating a promotion, a new role, or a new college graduate’s first offer reminds me why this work matters.
Leaving the day knowing we built pathways that change livelihoods and helped the business win by attracting top quality talent with speed, empathy and accountability.
Q People often turn to HR for support, but who or what helps you recharge and stay inspired?
I recharge by staying close to the people we serve and the peers who challenge me. I’m inspired by my team’s tenacity, innovation, and collaboration, with people being at the center of everything we do. Listening to candidates’ stories, engaging with team members, and hearing from our leaders keeps my compass true. Learning from executives, peers, and team members offers perspective and honest feedback, reminding me that growth is a team sport and humility accelerates improvement.
Personally, I draw energy from quality time with my family, long rides on my road bike, and traveling to discover different cultures and places. Frequent quiet reflections reconnect what I do with meaning and purpose.
Q If you could describe your leadership philosophy in three words, what would they be, and how do these guide your approach to developing mobile, future-ready teams?
Courage. Clarity. Care.
Courage to bet on potential, embrace change, and make decisions before every variable is perfect. Clarity in strategy, actions, and success measures, so people know how to grow and leaders know how to deploy. Care for people to build the essential foundation of trust, psychological safety, and wellbeing that enables team members to be adaptable, resilient, and innovative amid constant change.
These principles guide how we build mobile, future ready teams: skills first hiring, learning embedded in work, job rotations and global experiences, leveraging on AI and technology to collaborate effectively, work efficiently, and make smarter decisions. By pairing autonomy with guardrails, empowering leaders as coaches, and measuring outcomes, not activity, mobility drives capability, engagement, and resilience.
Q As a speaker at #TalentMobility, what is the key message you hope attendees will take away from your session?
Talent mobility is a business imperative. It supports team member development and retention, addresses succession and skill gaps, fosters diverse perspectives and innovation, building an agile and resilient workforce that can adapt to rapid market changes.
HR leaders have an important role in partnering with our business to build talent ecosystems that are borderless, skills led, and human centered. Start by making skills visible, then widen access through internal marketplaces, purposeful rotations and global assignments. Invest in leader capability, wellbeing, and equitable policies so movement creates uplift, not burnout. Use data responsibly to match potential to demand and measure impact.
Most importantly, cultivate a culture that celebrates leaders who develop and release talent, making mobility the fastest path to growth for all.
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 Mary Ann Bundukin. 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 mobility talent solutions and products, you’ll fit right into this event. To learn how you can sponsor, please reach out to a member of our team now!
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