HR has evolved from being a traditional support function to a strategic partner that plays a critical role in shaping organisational culture, driving business outcomes, and creating environments where both employees and businesses can thrive. This transformation is particularly evident in the insights shared by Simar Deep Kaur, Head of HR at Max India and Antara Senior Living, in a recent episode of People Matters Unplugged season 3. 

She highlighted how HR leaders are now at the forefront of navigating complex challenges such as managing workforce diversity, redefining employee value propositions (EVP), and balancing strategic leadership with employee advocacy. Kaur’s perspective underscores the critical importance of HR in aligning workforce management with organisational goals, ensuring that employees are not only engaged but also contributing to long-term business success.

With her extensive experience in the Asia-Pacific (APAC) region, Kaur offers a unique lens on how HR is evolving to meet the changing demands of the modern workforce. Her views reflect a growing recognition of HR’s strategic role in fostering organisational growth, transforming workplace cultures, and adapting to emerging challenges. 

As HR leaders continue to navigate the intersection of business strategy and employee needs, their ability to influence both organisational performance and employee satisfaction will be crucial in shaping the future of work. Kaur’s insights serve as a reminder of the immense potential HR leaders have to drive change and impact organisational outcomes, positioning HR as a key player in creating workplaces that are innovative, inclusive, and resilient in the face of change.

Workforce diversity and engagement

One of the most pressing challenges HR leaders face today is managing the diverse workforce that spans multiple generations, especially in the APAC region. From Baby Boomers to Gen Z, each generation brings its own unique values, expectations, and motivations to the workplace. As Simar Deep Kaur points out, HR professionals must design engagement strategies that cater to these varying perspectives, ensuring that each generation feels heard and valued.

“A one-size-fits-all approach no longer works. We need to acknowledge and respect generational differences while still aligning engagement strategies with productivity goals,” Kaur explains. This nuanced approach, she believes, is essential for enhancing employee morale, which in turn drives the company's competitiveness and innovation.

The changing nature of work, accelerated by the pandemic, has also brought about trends like the “Great Resignation” and “quiet quitting,” which have reshaped employee expectations. In light of these shifts, HR leaders must reassess their Employee Value Propositions (EVP) to attract and retain top talent. As Kaur emphasises, crafting an EVP that resonates across diverse employee segments is essential but can be challenging, particularly when balancing personalisation with cost-effectiveness.

At Max India, for instance, Kaur has worked to create an EVP that not only acknowledges employees’ unique backgrounds and career aspirations but also aligns with the company’s core mission. This balance, she notes, is critical for HR leaders striving to deliver meaningful engagement while remaining within budget constraints. For HR teams, designing a flexible, inclusive EVP that resonates with employees and reinforces the company’s employer brand is vital for success in today’s competitive talent market.

Strategic leadership and employee advocacy

Another major theme in Kaur’s conversation is HR’s evolving role as both a strategic advisor to management and a champion of employees. HR leaders are no longer just administrators; they are key players in board-level discussions concerning cost control, organisational growth, and productivity. However, as Kaur highlights, they also have the responsibility of ensuring a workplace culture that prioritises employee well-being and satisfaction.

“HR leaders must strike a fine balance between driving strategic leadership and advocating for employees,” Kaur explains. This dual role, she believes, is what sets HR apart as a critical driver of business success. HR must influence both business outcomes and employee satisfaction simultaneously, ensuring that the workplace remains productive while fostering a culture where employees are engaged and supported.

The rapid advancement of technology has had a transformative effect on HR, shifting the focus of HR leaders from administrative tasks to more strategic initiatives. At Antara Senior Living, for example, Kaur notes that nearly every HR function, from recruitment and training to performance evaluation and rewards, is supported by technology. By automating these processes, HR professionals have more time to focus on strategic alignment and innovation, which ultimately drives business value.

Kaur views technology not just as a tool for efficiency but as a catalyst for higher-order thinking within HR. With technology handling the routine administrative tasks, HR leaders can channel their energy into forward-thinking strategies that support long-term growth. This shift has positioned HR as an integral partner in the business’s overall strategy, making it a central player in shaping organisational success.

Advice for emerging HR leaders

As HR continues to evolve, Simar Deep Kaur offers advice for emerging HR leaders who aspire to follow in her footsteps. First and foremost, she emphasises the importance of understanding the business itself. Effective HR leaders, according to Kaur, must wear both a business hat and an HR hat. By gaining a deep understanding of the company’s goals and challenges, HR leaders can design initiatives that are closely aligned with the organisation’s strategic objectives.

Moreover, Kaur advises that building strong relationships with line managers and employees is crucial for HR leaders. These relationships are key to gaining the buy-in necessary to deploy HR strategies effectively. “HR must serve as a bridge between leadership and employees, ensuring that both sides are aligned in terms of organisational priorities,” she adds.

In addition to business acumen and relationship-building, Kaur stresses the importance of adopting a growth mindset. HR is a dynamic and rapidly evolving field, and staying relevant requires constant learning and adaptation. Emerging HR leaders should seek out opportunities for professional development and remain open to new ideas and approaches.

Finally, Kaur encourages young HR professionals to maintain a sense of enjoyment in their work. “Positivity and enthusiasm are contagious. HR leaders must lead by example, inspiring others through their energy and passion,” she says.

As People Matters Unplugged Season 3 dives "From Inspiration to Action," we focus on turning strategic insights into tangible HR outcomes. Stay tuned for episodes that shape the future of work.