Singapore HR leaders pivot to change & wellbeing focus

HR directors in Singapore expect organisational change work to take a larger share of their remit over the next five years, according to research by recruiter Hays.

The study found that 55 per cent of HRDs in Singapore anticipate designing and managing organisational change will become a bigger part of their role. Across Asia, 44 per cent of HRDs said the same.

Hays based the findings on 271 interviews with senior HR professionals across China, Hong Kong SAR, Japan, Malaysia, and Singapore. The research sets out the priorities, skills, and constraints that respondents associate with the top HR role.

Shift in skills

Stakeholder engagement ranked as the most critical skill for HRDs in Singapore. It drew support from 54 per cent of respondents. Strategic planning no longer held the top position in the survey.

Across the Asian sample, 49 per cent cited stakeholder engagement as the most essential skill for success. The research also cited an earlier benchmark, with 43 per cent selecting stakeholder engagement in 2017.

Commercial acumen followed as the next most cited skill. It reached 39 per cent across Asia. In Singapore, 47 per cent of respondents cited commercial acumen as a key skill.

The report also pointed to a shift in the perceived focus of the job. It described HRDs as moving beyond compliance work. It framed the role as more closely linked to business change and organisational direction.

Pauline Loo is Senior Vice President of Human Resources for Nippon Sanso Holdings Singapore. She took part in the interviews. The study includes her views on communication and alignment inside organisations.

"You can communicate all day, but if your team doesn't align with the vision, it's meaningless. Storytelling helps people connect with purpose," said Pauline Loo, Senior Vice President of Human Resources, Nippon Sanso Holdings Singapore.

Politics and progression

The study found that HRDs in Singapore still face hurdles in their own career development. Organisational politics ranked as the most common barrier.

The research included two sets of figures on this issue. One section reported that 44 per cent of HRDs in Singapore see organisational politics as the top hurdle. Another section reported 37 per cent. Hays did not reconcile the difference in the published material.

The research also raised concerns about limited scope for advancement. One section said 32 per cent of HRDs in Singapore report difficulty finding opportunities for career growth. Another section put the figure at 19 per cent citing a lack of opportunity for career progression.

Respondents reported steps they take to remain effective and maintain professional visibility. In Singapore, 62 per cent said they keep up to date with industry and legislative changes. A further 53 per cent said they attend networking events.

LinkedIn remained the dominant channel for networking among the HRD group. The report said 92 per cent use it.

Stability in Singapore

The findings also pointed to a preference for stability among HRDs in Singapore compared with peers elsewhere in Asia. Hays said 40 per cent of HRDs in Singapore reported they were happy to remain in their current post. The report described that as the highest proportion in Asia.

In the same Singapore group, 25 per cent said they aspire to a bigger HR role. A further 8 per cent said they have an interest in starting their own business.

Hays linked this picture to broader workforce sentiment in Singapore. It cited results from another Hays survey which found that 75 per cent of professionals in Singapore had not changed roles in the last 12 months. The report described that as the lowest rate across Asia.

The material also cited job satisfaction and work-life balance indicators in Singapore. It said 68 per cent of professionals are currently satisfied with their jobs. It said 71 per cent report being content with their work-life balance.

Wellbeing focus

The research also pointed to wellbeing as a growing focus for HR leaders. It presented wellbeing as a leadership priority that sits alongside organisational change and stakeholder management.

Sarah Yoko McKensey is Global Human Resources Leader at Saison International. She also participated in the study. The report included her comments on the workplace experience.

"We spend most of our energy at work. We have a responsibility to make that experience healthy and sustainable," said Sarah Yoko McKensey.

Tom Osborne, Managing Director at Hays Southeast Asia, said the HRD role now sits closer to business decision-making and transformation work.

"HR leaders today face rapid change and rising expectations. Success lies in blending adaptability with commercial insight and strategic foresight, turning uncertainty into opportunity and shaping transformation that drives performance. This is a moment for HRDs to step forward as true business partners," said Tom Osborne, Managing Director, Hays Southeast Asia.

"To thrive, HR leaders are going beyond traditional HR functions and embracing a broader mandate. The best HRDs today understand the organisation's financial drivers, can anticipate future skill needs, and contribute towards strategies that balance business priorities with employee wellbeing," said Osborne.

"For aspiring candidates to the role, cultivating strong stakeholder relationships and mastering the art of aligning business goals with people strategies will open doors. These capabilities not only strengthen organisational outcomes but also pave the way for a rewarding leadership journey. The next generation of successful HRDs will be those who combine empathy with commercial clarity," said Osborne.