Talent & Tech Asia Summit 2024
Winning Secrets: Inside Deloitte Thailand's commitment to inclusive leadership and a culture of wellness

Winning Secrets: Inside Deloitte Thailand's commitment to inclusive leadership and a culture of wellness

Subhasakdi Krishnamra, Managing Partner, Deloitte Thailand, on the importance of having resilient leaders, who live by and reflect the company values, and lead people to thrive in the digital age.

The team at Deloitte Thailand, a provider of audit and assurance, consulting, financial advisory, risk advisory, tax & legal, and related services, proudly took home two awards at the HR Excellence Awards 2023, Thailand:

  • Silver for 'Excellence in Graduate Recruitment and Development', and 
  • Bronze for 'Excellence in Corporate Wellness'

Following these wins, HRO catches up with Subhasakdi Krishnamra, Managing Partner, Deloitte Thailand, shares about the importance of having resilient leaders, who live by and reflect the company values, and lead people to thrive in the digital age.

Q Congratulations on your top performance at the HR Excellence Awards! How has your HR and people strategy contributed to your success this year?

Deloitte was established in 1845 and is now delivering professional services in over 150 countries with 411,951 headcounts globally. Deloitte Thailand is one of the Southeast Asia member firms with over 1,400 professional staff. The success of our people strategy is developed through the concept of people development, technology development, and modern work development. This is to ensure that our people are equipped with the support needed to enhance and strengthen their readiness to adapt to new ways of work in the digitalised world. Effective communication across the organisation and close analysis of our people’s responses are baseline for sustained results of our strategy.

Additionally, our resilient leaders largely contribute to our success through setting clear examples by following the Deloitte’s shared values of 'Lead the way', 'Serve with Integrity', 'Take care of each other', 'Foster inclusion', and 'Collaborate for measurable impact'. This enables our people to see how they should act and follow the right example, which ultimately leads to the success for Deloitte.

Q Looking back at your achievements, what aspect of your HR initiatives are you most proud of and why?

We are proudest of our ability to thrive in the change of the digitalised age under our 'As One' concept. Our practices are customised to fit all service lines by listening from bottom-up and getting buy-in from management level.

In spite of the different requirements and constraints of each service line, we are still able to deliver suitable practices that cater for them. The core mechanism that leads us to success stems from proactive planning, effective communication, and monitoring change processes that happen within the organisation. This eventually leads to a compelling implementation and positive impacts for our people.

In addition to driving change for the organisation, we are successful in introducing the '10 rules of modern work' to reinforce the continuity and constant achievements for our business. Through this journey of implementation, we can foster a positive work culture, guide our people toward a new perspective on what they can do to regain control, feel awesome and grow. This initiative has also helped us drive change for our people to take ownership of their own career.

Q During your HR journey, what were some significant obstacles you faced, and how did you overcome them to achieve excellence?

Working in the multigenerational workforce dynamic, the key challenge of people strategies in Deloitte today is how to blend the boundary between our four different generations by creating shared value that celebrates the differences of each generation. To overcome this challenge, the 'Knowing them, focusing [on] them, and caring [for] them' concept is applied to help us understand value of each generation and find the best approach that will ensure that our people feel included and be their best selves in the workplace. At Deloitte, we take pride in fostering a diverse and inclusive workplace for our people to grow and thrive.

Therefore, having inclusive leadership for our people and finding ways to compromise are embedded within the organisation culture.

Q How does your organisation measure the success and impact of your HR initiatives?

At Deloitte, our people are the most important asset. We aim to enrich them and harmonise their professional as well as personal life with a holistic approach of firm wellness culture. Hearing from the bottom-up is the key approach for our HR initiatives. We drive wellbeing strategies with clear objective, effective plan and tangible measurement. The success of HR initiatives is measured from retention rate and staffs’ significant improvement in satisfaction survey. Additionally, for graduate recruitment and development, the percentage of qualified talent pipeline has been increased sharply every year, including the triple organic engagement growth in our social media platforms.

From the first day of their career journey with Deloitte, we have the human resources business engagement team (HRBE) to work closely with our people to support in their working experience and to monitor their happiness gauge of all implementations as well as collaborating closely with leaders for future initiatives to respond with our people growth and organisation’s success.

Q In what direction do you see the HR/people function evolving in the future, considering the emerging trends?

Looking ahead of the emerging trends, our HR direction will continue to build ecosystem that enables sustainable work culture by:

  • Enhancing corporate wellness framework and resources by assisting our supervisors to have full comprehension of identifying needs of our people and offering solutions in respond to their needs.
  • Building changes in our people works’ practices aiming to strengthen their better management of workload and ensure they are not overwhelmed with stress by driving change in their work habits, eg., applying focus time, better collaboration, time off, and break time.
  • Leveraging technology and utilising digital to drive efficiencies by transforming HR operational processes in many pillars into digitalized platforms to facilitate our people’s experience such as learning journey, performance management, compensation procedure, recognition platform etc.
  • Enhancing the culture of upskilling and reskilling by encouraging our people to take ownership of their own development through the learning digitalised platform called “Cura”, which has the most up-to-date resources to support their technical skills and prepare them for their career ambitions at their own pace.

Read more interviews on why organisations have won trophies for their HR practices - head over to our Winning Secrets section!

Photo: Provided

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