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BLOG | Human Capital at the Crossroad

Artificial intelligence, geopolitical instability and sustained economic uncertainty are reshaping the human capital agenda and placing new demands on Boards. Workforce models, skills requirements, talent strategies and leadership pipelines are all being disrupted, while broader geopolitical developments continue to affect supply chains, business continuity and enterprise risk.

We’re looking forward to teaming up with the Singapore Institute of Directors to discuss Human Capital at the Crossroad: Board Oversight of AI and Geopolitical Disruption. Chaired by our own General Manager for Asia, Michael Crompton, we’ll hear from three phenomenal Members of our Community including Board Mentors Devyani Vaishampayam and Mark Spelman, plus Hitachi CHRO Yinn Ewe.

Clearly CHROs have a key part to play in building a workforce that is fit for the future. Add to this that CHROs roles can vary significantly in Asia, particularly in Singapore where executives might be operating in a multinational, Temasek-linked, listed or family-owned business, and we see the challenges mounting up.

So, what can HR leaders do to ensure they are influencing the Board on the people agenda? Here are some of the key discussion points which recur in the peer-to-peer interactions we facilitate at Criticaleye.

The CHRO role is becoming increasingly complex, particularly around AI, transformation and business change. Not all HR leaders are equipped to lead these challenges, so the right support and development is key.
Building trust with the CEO and the Board will depend on CHROs speaking the language of the business – strategic recommendations on people must consider macro trends, financial implications, risk and organisational impact.
Build alignment with (and support from) your senior leadership team colleagues. In particular, the CEO-CPO partnership needs to be built on trust, chemistry and mutual respect. This will pay dividends when implementing large-scale change and transformation projects.
In addition to business-critical transformation projects, the CHRO must recognise and deliver on other key responsibilities including succession plans, along with talent and leadership development for the business.

What’s clear is there is a growing need to support CHROs where it comes to building influence and preparing for the broader expectations of the role. HR cannot deliver business transformation alone and access to different perspectives and input from peers and mentors can broaden their thinking and strengthen their ability to advise CEOs and Boards.

In this recent podcast, part of our Inspiring Leaders series, Criticaleye Board Mentor Robert Chong, former Chief Corporate & HR Officer at Sembcorp Industries, and with previous C-suite roles at Shangri-La Group, Keppel Corporation, Temasek Holdings, Shell and PepsiCo, spoke to us about the evolving CPO role and the influence HR leaders can have on the Board.

Criticaleye supports CPOs, Board members and senior executives leading in today’s fast-paced and challenging environment. With leaders under pressure and facing more obstacles than ever, executives need quick and accessible reference points to make the right decisions.

Our global leadership Community provides a confidential and trusted space, offering diverse views which leaders can draw from when making decisions for themselves and their organisations.

Get in touch to speak to one of our team about how we support individuals operating at the highest level of organisations.