In HR, knowing the problem—and the solution—isn’t enough if people aren’t willing to change. The real challenge lies in influencing at every level. Senior leaders need to set the tone, but often, real momentum comes from the ground up.

HR must shift from control to enabling autonomy, prioritise speed and innovation, and embrace customer-centricity. Beyond that, the future of HR lies in overcoming self-doubt, using data for real business insights, and fostering strong relationships with senior stakeholders—always seeing people as investments, not just assets.

In a power panel session at TechHR Singapore, Fong Tuan CHEN (Maybank), Narelle B. (Kantar), Larissa Murmann (Unilever International), and Sergio Salvador (EY) redefined HR’s role as a strategic business partner. They highlighted the need to balance innovation, compliance, and privacy while fostering behaviours that drive meaningful change.

Sergio kickstarted the session saying, “HR’s role in reimagining the way work is done—both today and in the future. And let’s be honest, a lot of what we’re doing right now is reacting—reacting to rapid technological innovation, geopolitical shifts, macroeconomic pressures—you name it. While much of this accelerated during the pandemic, the technological revolution continues to reshape how we work.For years, HR was seen as a support function—a cost center. Many of us know that’s an outdated and unfair perception. But here’s the truth: as a function, we can and must do more to reposition ourselves as strategic drivers of business transformation.”

What is the most significant shift HR needs to make to truly drive business transformation?

Narelle answered, “Mindset is everything. As HR, we hold the single biggest insight into everything that happens across the business—every leader, every opportunity, every client. If we’re not using that insight to drive real impact, that’s on us.”

Fong added,  “To be truly transformative, we need to be fairer to ourselves and shed the mindset that HR is inferior to other parts of the organisation. We are the key drivers of culture—and to shape the future, we must change our mindset and build our self-confidence.”

Larissa underlined, “A key factor is the identity you give yourself. When you join a team, you decide who you want to be. If HR sees itself as just a support function, that’s exactly how it will operate. But if you choose to be a true business partner—your CEO’s trusted ally, the driving force for change—that identity shapes how you show up and how your entire team thinks and acts. I always ask myself at the start: Who do I want to be in this role? That simple reflection can transform not only your mindset but also the way your whole department operates.”

How can HR functions reposition themselves to play a more central role in driving business strategy and societal impact?

Narelle shared, “I believe part of the issue is both perception and positioning. If we want to be taken seriously as credible business partners, we need to speak the language of the business.”

When you walk into a room, you should be a business leader first—with a specialisation in people. Your expertise adds unique value, but it must connect directly to business outcomes."

"Too often, we get caught up in the latest initiatives or trends without asking: How does this drive business impact? Can we create a compelling strategy and narrative that aligns with the organisation’s goals? That’s where the real shift happens—when we see ourselves as business leaders who shape people strategies that drive results.” She added.

“The second piece is understanding the people leaders within your organisation—knowing who you can leverage to drive meaningful outcomes. And sometimes, that means making unpopular decisions or challenging the status quo. But when you frame those decisions in the language of the business, you become a true partner in shaping its future,” she emphasised. 

Fong intrigued, “This time of year when bonuses are being paid, and year-end reviews are in full swing, brings me to a phrase many of us have heard before – “Our people are our greatest asset?” 

But here’s the thing— people are never listed as an asset on a balance sheet. You will find people costs under expenses. So, if HR wants to be truly transformative, mindset is critical. We are not inferior in any way as a business function.

Whether you’re at Kantar Group, Unilever, EY, Maybank—wherever you are—we’re all in the same business: the business of people. And that’s the power of HR. It doesn’t matter if you’re a crypto expert in New Zealand, a German who’s never worked in Germany, or like Sergio—who went from being an engineer to shaping the people agenda at Google and EY. What unites us is a belief that we can make a difference. And here’s our distinct advantage—we have an intimate understanding of people that most others in the organisation simply don’t. That gives us the power to shape the direction of the business in a way no other function can.

So, the next time someone says, “Our people are our greatest asset,” challenge them. Don’t let it be an empty phrase—ask, “Can you prove it?” If people are truly an asset, show how you’re turning that asset into an investment—because words alone don’t drive business outcomes.”

Larissa shared, “When you step into an HR leadership role, having the right mindset, knowledge, and skills is crucial—but there’s something else that’s equally important: the relationships you build with key leaders from day one. These early dynamics often define how much influence you’ll have over time.

So here’s my practical advice: Yes, you need the right mindset and capabilities—but don’t overlook the importance of early relationship-building. It’s like a marriage—you’ll face difficult conversations, and the only way to navigate them successfully is by building a strong foundation of trust and social capital upfront. Because when tensions inevitably arise, that foundation is what allows you to recover and keep moving forward.”

What does it take to drive transformation? 

Fong answered, “HR is still HR. No matter the company, we’re all in the same business: the business of people. The difference? It’s in how those people behave, shaped by culture and unique organisational needs. Earlier, you heard Dean Tong from United Overseas Bank (UOB) say, ‘Culture eats technology for breakfast.’ I’d add—technology devours inefficiency for lunch. And here’s where it gets interesting: in today’s world, creativity isn’t just a ‘nice-to-have’—it’s essential. But here’s the catch: we need to be creative within constraints. I call it ‘creativity in handcuffs.’ In most industries—especially ones regulated by authorities like the Monetary Authority of Singapore or the Central Bank—you don’t get to break the rules. Innovation means finding creative solutions while staying inside those guardrails."

He added, "So, how does HR drive transformation in a culture that is, by design, compliance-driven? It’s about mastering the nuance—understanding where the lines are and knowing how to push boundaries without crossing them. And here’s where I think we’ve got it wrong sometimes. HR shouldn’t be order-takers—from the CEO, from the CFO, or from anyone else. We’re supposed to clear the path, not build walls. Yet, too often, we’re treated like furniture—assets to be managed. At our worst, we become human capital—a line item in the finance report. If we want to be truly transformative, we need to break that mindset. We’re not just resources or capital—we’re the conscience of the organisation. The real question is: do we have the courage to speak up when it matters? Not just to have a seat at the table—but to shape the conversation that happens there. Because, in the end, there are many tables—but real transformation starts when we stop asking for permission and start leading with purpose.”

Narelle added, “I believe we have a unique and powerful role to play. Change isn’t just happening inside our organisations—it’s happening to us and around us, driven by forces like technology, politics, society, and more.  When we talk about change inside the organisation, the first question we must ask is: What is the purpose of this change? People don’t resist change—they resist change without meaning. If we aren’t clear on the ‘why,’ fatigue sets in quickly.  

“Take our work with Microsoft as an example. We recently led the largest global rollout of their product—Copilot—driving AI adoption at scale. But this isn’t just about technology implementation. It’s about recognising that external forces—like the rapid evolution of AI—are fundamentally transforming how we work, how we serve our clients, and how we develop solutions.  

In this environment, I see two distinct aspects of change:

1. Change for compliance and adoption: This is the structured side—modifying workflows, processes, and tools to stay current and competitive.  

2. Change for curiosity and exploration: This is where innovation happens—experimenting with new technology, encouraging play, and understanding the potential of emerging tools both at work and at home.  

For change to be successful, two things must be clear:

1. The purpose behind the change. If people don’t understand why something is happening, they won’t engage with it.  
2. Your role in driving the change. Whether you’re facilitating compliance or encouraging curiosity, knowing your position is crucial.  

Now, here’s where it gets interesting—traditional change playbooks fall short. Most organisations rely on systematic, programmatic approaches to change. But today’s reality is different. Change is no longer linear—it’s iterative and influenced by unpredictable external factors.  

Consider this:

• I’ve got senior leaders experimenting with code and building bots.  
• I’ve got junior colleagues reshaping how we think about conferences.  

Change is no longer a top-down, predictable process—it’s coming from all directions. And to navigate it successfully, we must embrace this iterative, collaborative mindset.  

So yes—change is happening. But how we respond depends entirely on the mindset we bring. Are we approaching it with clarity and curiosity, or are we stuck following outdated playbooks? The answer defines whether we simply keep up—or truly lead.

Larissa concluded, “In HR, from a very practical lens, one of the most valuable skills you can develop is the ability to influence people.

Think about it—most HR professionals, when asked to diagnose a problem, are excellent at pinpointing the issue. In many cases, they even know the solution. But here’s the challenge: knowing the medicine isn’t enough if the patient doesn’t want to take it.

The real question is: How do you get people to move?

Take digital transformation as an example. You may have the best technology in place, but if people aren’t adopting it, the change fails. I’ve seen it firsthand—a frustrated CTO who can’t understand why employees aren’t embracing the tools that seem so obviously beneficial. And it’s not just technology—HR faces the same resistance when driving cultural or behavioral change.

So, how do you create movement? It comes down to understanding who to influence—and how to do it—at every level of the organisation.

1. Influence at the top: Senior leaders must role model the change. But let’s be honest—sometimes even the most visionary leaders get stuck. You need to find ways to engage them, align with their priorities, and make the case for why this change matters—not just to the business, but to them personally.
2. Influence in the middle: This layer is often where change either accelerates or dies. Managers need the tools and confidence to translate big ideas into day-to-day actions. Without their buy-in, no transformation will stick.
3. Influence from the bottom: Sometimes, the real energy for change comes from the ground up. When leaders hesitate, you can spark curiosity and excitement among employees. When you empower people at all levels to explore new ideas—especially with emerging technologies like AI—you create a groundswell that can push even the most reluctant leaders forward.

For example, when I saw leaders resisting AI adoption, I didn’t just wait for them to “get it.” Instead, I went to the people who were ready. We ran roadshows to showcase AI’s potential, which got employees excited. That excitement created pressure from below—employees started asking their leaders why we weren’t moving faster.

Here’s the key lesson:

•  As HR professionals, we can’t afford to sit back and wait for permission. There will always be objections:
• "We’ve never done this before."
• "My function won’t adopt it."
• "I’m already overloaded."
• Your job is to stay clear on the direction you need to go—and keep pushing, even when you hear "no."

And here’s a mental model I share with my team:

• Think of organisational change like a Netflix series.
• Every day, new characters enter the scene.
• Each one has their own motivations, fears, and agendas.

Your job isn’t to become an actor caught up in the drama—it’s to stay the observer, to understand what each person needs to move forward, and to orchestrate the story behind the scenes. And to be clear—this isn’t manipulation. It’s about helping people do the right thing—for themselves, for their teams, and for the future of the organisation.

At the end of the day, transformation isn’t just about having the right strategy or tools. It’s about understanding people—and having the persistence to guide them toward meaningful change.