HR PROFESSION
Compiled by Prashanthi Cooray
TALENT REVOLUTION IN PROGRESS
Oshana Dias explains how resilient brands are built through human connections
Q: How is the global human resources (HR) function evolving in response to shifts such as remote work, AI integration and changing workforce expectations?
A: HR evolution is happening rapidly. Just five years ago, organisations moved to fully remote work and then hybrid models; and now many are mandating a return to office to restore a sense of connection and belonging.
But can we have the best of both worlds?
This is where AI becomes crucial.
One concern about remote work was productivity but artificial intelligence can address this. We’ll see HR functions embrace generative AI, invest in technology that boosts the employee experience, and adopt powerful predictive analytics and skills technologies.
As the Society for Human Resource Management (SHRM) articulates, artificial intelligence + human intelligence = return on investment.
This approach aligns perfectly with changing workforce expectations. While AI can handle data analysis, scheduling and screening processes, some elements will always require the human touch – for example, empathy, complex decision making and relationship building.
Q: In your view, which elements of employer branding have the greatest impact on attracting and retaining talent?
A: To retain talent, employer branding cannot only be the glossy employee value propositions you see in advertisements; it has to be internalised. Authentic culture is the real driver of the brand.
The most impactful element is authenticity between what you promise externally and what employees experience internally. Top talent will stay and become your advocates when the lived experience matches the brand promise.
Word of mouth and a solid referral programme alone will bring in talent organically. But this only works when your internal culture reflects the external brand.
The strongest employer brands are built from the inside out with employees as genuine ambassadors who believe in the organisation’s values and how it treats people.
Q: What best practices should organisations adopt to build effective performance management systems that also support employee wellbeing?
A: Performance management shouldn’t happen twice a year; it needs to be continuous. Regular feedback using methods such as situation-behaviour-impact (SBI) fosters genuine dialogue where employees can share their needs.
From a wellbeing perspective, it’s beneficial for employees to always know where they stand. This reduces anxiety and creates opportunities for meaningful conversations. Performance management supports occupational wellbeing by helping people understand how they’re performing, how they will be rewarded and what development opportunities exist.
The focus should be on developmental rather than evaluative discussions. When employees feel supported and understand their impact, it contributes to their wellbeing and engagement.
Q: How can HR systems be leveraged to improve collaboration, engagement and productivity in distributed or hybrid workplaces?
A: Human resource systems serve as the nervous system connecting distributed workforces. From communication platforms to people analytics, these systems create transparency through scorecards and real-time feedback. They enable seamless collaboration by providing visibility into team dynamics, project progress and individual contributions regardless of location.
Engagement increases when employees see how their work connects to organisational goals and can collaborate with colleagues.
And productivity improves by providing the right data at the right time – i.e. understanding workload distribution, identifying bottlenecks and allocating resources effectively.
Q: What role does leadership development and succession planning play in ensuring long-term organisational resilience?
A: Developing leaders and building successors is absolutely key to organisational continuity.
Leadership development ensures continuity of vision and values while succession planning creates organisational stability. Without these, knowledge gaps, cultural shifts and operational disruptions can occur when key people leave.
Resilient organisations have leadership pipelines where high-potential employees are consistently prepared for greater responsibilities. This goes beyond identifying successors; it fosters a culture where leadership development is everyone’s responsibility.
Q: How does coaching drive organisational growth? And how can companies implement it effectively?
A: As Jack Welch famously has said, “talent management deserves as much focus as financial capital management in corporations” – and this perfectly captures the strategic value of coaching.
Organisations that adopt coaching and provide staff training will experience higher employee engagement and retention, better growth opportunities and improved financial performance. Research from the International Coaching Federation (ICF) also indicates growing workplace demand for mental wellbeing support.
Coaching promotes sustainable development by guiding individuals to find their own paths and develop problem solving capabilities. Leadership coaching in particular multiplies impact as trained leaders then coach and develop their own teams.
Q: What trends in HR and talent management will most likely influence the way organisations operate over the next decade?
A: We’re moving towards an AI driven transformation, where the nature of work itself is changing. We may see fewer full-time roles and more project based flexible arrangements.
The future will likely see more personalised employee experiences, AI enhanced decision making, and work arrangements that optimise both human potential and organisational performance.
Organisations that successfully navigate this transformation will be those that maintain their human centric approach while leveraging technology strategically.
