Snapshot: More leaders expected to take on the dual responsibility of people and tech portfolios, says Naomi Shen

As Head of People & Technology, the HR leader sees AI as a powerful enabler for HR, but emphasises that humans remain at the core, driving processes and making critical judgments.

As a leader who has taken on the dual responsibility of overseeing both the people and technology portfolios, Naomi Shen (pictured above) believes this hybrid role will become increasingly common – not just within HR, but across the broader areas of business.

“Technology is constantly evolving and will continue to do so. In the future, transparency and accessible resources will reshape how businesses operate, and traditional business models will no longer suffice,” she explains.

“Leaders will need to be more agile and develop skills beyond their core expertise. For HR leaders especially, this hybrid role will increasingly require aligning people strategies with digital transformation initiatives.”

In this exclusive with HRO, she gives Aditi Sharma Kalra a glimpse into how she harmonises tech and talent, along with her insights on how HR can thrive amidst this wave of innovation.

Q: Silverhorn has recently celebrated its 15-year anniversary. What is the most exciting part about bringing a Swiss brand to Asian markets, when it comes to people and cultures?

For me, the cultural exchange is the most exciting part. At Silverhorn, we strive to create a workplace that fosters diversity and encourages people to proactively contribute ideas and solutions from different perspectives. It is truly inspiring to integrate our Swiss values of precision, trust, and quality with the collaboration, respect, and innovation that define the Asian mindset. Bridging these cultural strengths not only enhances our organisation but also helps prepare people for long-term success.

Q: As Head of People & Technology, how do you ensure that the company’s IT infrastructure and digital transformation efforts support both your talent strategy and broader business goals?

The key lies in achieving stakeholder buy-in, maintaining alignment, and fostering clear communication. We ensure that everyone understands the objectives behind implementing new tools and technologies. Our focus is on driving changes that streamline workflows, improve efficiencies, and align closely with our talent strategies to support overall growth.

Continuous feedback from employees is also critical. It allows us to refine our approach, ensuring our digital transformation efforts meet their needs while driving both individual and organisational success.

Q: How do you see technology shaping the employee experience across the entire lifecycle – from onboarding to offboarding?

Technology is shaping every touchpoint of the employee journey, helping us create a smoother and more seamless experience across the entire lifecycle.

It simplifies repetitive tasks like candidate reviews, checklist reminders, and background check automation. It also enables better connectivity for employees who work remotely from time to time.

By automating these processes, technology empowers us to focus on delivering a more human-centric experience, freeing up time for meaningful interactions.

Q: Digital transformation often brings cultural shifts. How do you manage change while keeping people engaged, supported, and empowered to thrive?

Fortunately, this hasn’t been a significant challenge at Silverhorn, as we have a relatively young team of professionals who are open to adopting new technology. Our senior management is also quite flexible with transformation efforts, especially when they see tangible results.

Throughout the process, we actively engage the whole team by involving them in testing, gathering feedback, and even incorporating small challenges or gamified elements to make the experience more enjoyable and collaborative. This approach keeps everyone motivated, supported, and aligned with the transformation journey.

Q: What has been your toughest challenge in balancing the deployment of technology with the human side of work, and how did you overcome it?

One of the toughest challenges is that people often overestimate how differently humans and AI operate. AI is incredible, but without the human element – such as critical thinking, creativity, and empathy – it wouldn’t work as effectively. For example, even with advanced systems, we’ve encountered situations where human oversight and judgment were crucial to course-correct deployments.

At Silverhorn, we’ve prioritised maintaining this balance. While technology can streamline processes, every step still requires a human touch to ensure it aligns with our values and goals. Ultimately, people should drive the process, (but) utilising AI as a powerful support tool.

Q: What is the one thing you’ve learned or piece of advice you’ve received coming up the ranks that you try to pass on to your team?

Take ownership of everything you’re responsible for and always strive to go the extra mile to help others whenever needed. Focus on people – support them, show empathy, and make them feel valued.

One practical tip I’ve learned is to master the art of effective small talk.

Building genuine connections through small, yet meaningful conversations, can make people feel cared for and appreciated, which goes a long way in fostering trust and collaboration.

Q: With AI and automation evolving rapidly, how do you see the role of HR evolving in the next three to five years, and what can HR leaders do to prepare for that?

The role of HR is evolving into that of a strategic partner – one that can see the bigger picture and leverage AI-driven insights to build stronger, more effective teams. HR leaders will need to embrace data and automation to make informed decisions quickly and accurately.

In this new era, continuous learning is no longer a luxury, but a necessity. While AI can provide information, critical thinking and problem-solving skills will be essential for HR leaders to interpret data, navigate complexities, and provide a human touch where it matters most.

Q: Concluding the interview on a funny note – if AI could take over one task in your life completely, what would it be and why?

On the professional side, definitely email management! Sorting through emails and managing a busy calendar can be overwhelming. If AI could help respond to routine queries and remind me of what to prioritise for the day, that would be a game-changer.

It would be even better if AI could make coffee tailored to everyone’s preferences – imagine starting the day with the perfect cup of coffee that fits your needs!

Photo / Provided (Lead image: Naomi Shen, Head of People & Technology, Silverhorn Investment Advisors)

The excerpt of this article first appeared in the H2 2025 edition of Human Resources Online's Hong Kong e-magazine. Explore the full e-magazine here for insightful features and exclusive interviews with leaders across diverse industries!