HUMAN RESOURCES
Compiled by Prashanthi Cooray
SHAPING TOMORROW’S TALENT
Damitha Jayasinghe celebrates HR’s transformation and its role in driving change
Q: How do you envision the role of the chief people officer (CPO) evolving as organisations adapt to new ways of working?
A: To understand the role of the CPO, we must first look at the evolution of human resources. In the early 20th century, HR was an administrative function that supported organisations behind the scenes.
By mid century, HR had adopted a more formal role, influenced by figures like Peter Drucker – the father of modern management, who advocated for a more purposeful approach to business operations. This period saw the human resources function becoming a key component of achieving corporate objectives.
Fast forward to the 1980s, leaders such as Jack Welch and Andy Grove of General Electric (GE) and Intel respectively who popularised the methodology of OKRs (objectives and key results) were pivotal in shaping modern HR.
By the 2000s, globalisation, technology and the literature of Prof. Dave Ulrich changed the course of HR yet again.
Post-2010, HR embraced agility, borrowing from software engineering principles to improve processes and speed. And today, AI is revolutionising the human resources landscape. Over time, HR has evolved immensely with each era bringing new challenges and opportunities.
Looking ahead, AI adoption and advanced analytics will allow for deeper insights into people and personalised HR strategies. Another shift is the emphasis on employee wellbeing with leaders rethinking approaches to burnout, digital fatigue and mental health.
We have been navigating an endless series of challenges and it is far from over.
To quote Drucker, “the greatest danger in times of turbulence is not the turbulence itself but to act with yesterday’s logic.” This really resonates with me because it underscores the need for adaptability and forward thinking in the role of HR leaders.
Q: What do you see as the main challenges facing HR in today’s business environment?
A: Talent attraction is one of HR’s main hurdles. In Sri Lanka, the talent market is facing a shortage of skilled professionals.
There’s also an alarming shift in demographics in the country: in 2010, 7.6 percent of the population was over 65 whereas by 2030, this is expected to rise to 16 percent, shrinking the labour pool. HR leaders will need to devise strategies now to mitigate these emerging risks.
Another issue is talent mobility.
The traditional model of relying on a few core skills is no longer sufficient – employees need a broad set of skills including technical expertise and strong soft skills. To address this need, organisations need to focus on upskilling, reskilling and cross skilling employees.
Talent migration is another challenge, as Sri Lanka’s economic difficulties have led many experienced individuals to seek opportunities abroad. But while migration has its challenges, it also unlocks new opportunities. With the rise of remote work, companies have started thinking differently about talent and are now open to hiring globally.
Finally, like every other field, human resources is embracing the transformative power of AI and new technologies. It’s important for HR professionals to understand how to use these tools to improve processes and remain competitive.
Q: And what strategies can organisations employ to attract talent?
A: Engineering excellence is central to our work.
For instance, for an IT company specialising in product engineering, an environment where engineers thrive and innovate must be nurtured. We value the impact of our work and the recognition we receive for it.
Everyone wants to be part of an impactful story. Consider the examples of renowned disruptors – their reason for success was their ability to create something new and impactful.
Second, culture plays a huge role. When someone walks into an office, he or she needs to feel valued and respected. This ‘home away from home’ feeling is crucial to both attracting and retaining talent.
Finally, benefits and rewards must align with employee expectations.
If benefits are not on a par with what people expect or deserve, it can lead to frustration and turnover. Everything from compensation to professional growth opportunities needs to be in harmony.
These are the differentiators that help an organisation attract not merely good people but great people who will make a real impact.
Q: How do you handle employee retention and what initiatives are effective in reducing turnover?
A: I like to approach this using Maslow’s hierarchy of needs. At the base are the basic needs of competitive pay and a positive work environment. If employees are unhappy with either, retention will be a challenge.
Moving up to the safety layer, job security – especially in uncertain times – is critical. It creates a sense of stability and trust, and reassures employees that they’re valued.
The focus then shifts to creating opportunities for growth, recognition and purpose. When employees contribute to something meaningful, it boosts their self-esteem. This leads to self-actualisation – the sense that they have made a real impact.
Ultimately, addressing the needs of these layers through the right strategies is key to fostering a culture that promotes employee loyalty.
