Burnt-out HRs need job mobility, networking for satisfaction in Singapore, Malaysia report

While a majority (54%) of employees in Human Resources roles across Singapore, Malaysia, and Brunei express job satisfaction, the toll of working on the frontlines during the pandemic, coupled with the emergence of persistent challenges, has led others to experience burnout and a sense of being overwhelmed.

The Chartered Institute of Personnel and Development (CIPD), a professional organisation focused on HR and people development, released a report shedding light on the perspectives of workers in HR roles and prevailing talent trends within Singapore, Malaysia, and Brunei.

The report unveiled that trends stemming from the pandemic, such as the emphasis on mental health, the push for equality, diversity and inclusion, the transition to hybrid work models, as well as talent retention and engagement dynamics like the great resignation and quiet quitting, have underscored the pivotal role of the people profession. It is now recognised as a strategic partner in shaping business decisions.

The escalations in the cost of living and workforce reductions in specific sectors are also a few of the factors compounding the difficulties confronted by workers in people-oriented roles. Just below fifty per cent of the respondents participating in the CIPD's survey revealed that their organisations have been adversely affected by the prevailing economic conditions.

On the other hand, numerous companies are grappling with challenges in attracting and retaining talent, as employees seek out more appealing opportunities elsewhere. Concurrently, the mounting cost pressures are urging people professionals to innovate and devise creative approaches to enhance the overall employee experience.

Talking about the same, May Leng Kwok, Regional Head APAC, CIPD, said, “Following the pandemic, we have seen an emergence of shifting workplace trends, causing talent retention challenges across Asia Pacific. The people profession has been on the frontline of these changes, and it’s clear that this has impacted their job satisfaction and work-life balance. We hope this report will shed light on the issues currently faced by people professionals and provide valuable recommendations on how to overcome these. These steps can help keep talent within human resources and the wider organisation and further the strategic importance of the role of the people profession.”

To tackle these challenges, the CIPD suggested prioritising areas such as employee well-being, job mobility, cultivating robust professional networks, and providing continuous professional development. These efforts are intended to not only enhance job satisfaction but also foster resilience among individuals working in people-oriented roles.

The report's key findings, drawn from a survey of 100 people professionals across Singapore, Malaysia, and Brunei, reveal that:

• Seventy-five per cent of respondents expressed a desire to progress in their careers. Notably, senior managers displayed a stronger inclination to pursue career advancement in other organisations, whereas those in junior positions showed a greater interest in advancing within their current organisation.
• The primary factors influencing job choices for people professionals in the next three years include financial compensation (56%), career advancement (51%), and flexible work arrangements (39%).
• Upskilling, certifications, and engaging in networking are deemed critical for career advancement. A significant 86% of respondents emphasised the importance of upskilling, with all those in senior management positions acknowledging its significance.
• The most highly regarded skills for fostering career progression within the people profession encompass business partnering (51%), learning and development expertise (38%), and proficiency in organisation design and development (34%).
• Mostly all participants, including 94% of those in senior management and 86% in junior roles, acknowledged the significance of acquiring certification or accreditation to enhance their career progression. Among HR leaders, there existed a preference for a combined approach, utilising both formal professional qualifications and informal avenues, such as knowledge exchange within peer groups and networks.
• In order to align with future demands, crucial skills involve mastering digital HR and facilitating digital transformation. These skills are coupled with fostering agility, assuming a leadership role in strategic advancements, cultivating data and analytical proficiencies, and advocating for business sustainability. Notably, individuals in leadership positions are gravitating toward a more forward-looking and longer-term perspective when it comes to skills enhancement.

“The pandemic proved the strategic importance of our function, and our role remains clear now as organisations continue to move through periods of significant challenges and change. In addition to supporting the workforce in these demanding times, it’s also crucial that people professionals take time to support their own needs and build resilience within their own teams to meet today’s challenges and tomorrow’s opportunities,” May Leng Kwok concluded.