In an era defined by rapid technological advancements, shifting workforce expectations, and an evolving workplace landscape, the need for agile leadership in human capital has become of utmost importance. As organisations navigate increasing complexity, HR leaders must rethink traditional leadership strategies and adopt a more forward-looking approach that blends technology and human-centric leadership. Building an inclusive, adaptable, and resilient workforce is no longer an option—it is an imperative.

One leader who has been at the forefront of this transformation is Fong Tuan Chen, Senior Executive Vice President of Group Human Capital at Maybank. With extensive experience in human capital development, Chen has been instrumental in driving people-first strategies while leveraging digital advancements to future-proof the workforce. His expertise in fostering cross-sector leadership and talent agility has positioned Maybank as a benchmark for HR innovation in Southeast Asia. Furthermore, as the region’s financial sector navigates transformation, his insights provide a blueprint for HR professionals seeking to redefine leadership, enhance talent ecosystems, and prepare organisations for the future of work.

Here are key insights from our conversation on leadership development, digital transformation, and what’s next for the HR landscape in Singapore. 

The Evolution of People Leadership in a Digital-First Era

The role of people leadership has expanded beyond performance management to creating adaptive, human-centered workplaces that balance technological advancements with workforce wellbeing. One of the most significant shifts, according to Chen, is the move from traditional hierarchical structures to dynamic, networked organisations. “With hybrid and remote work becoming mainstream, employees seek greater autonomy, flexibility, and purpose,” he explains. “Leaders today must foster trust, build inclusive cultures, and ensure digital transformation enhances—not replaces—human connection.”

Strategic leadership now demands digital fluency. The integration of AI and automation into the workplace requires leaders to embrace both Artificial Intelligence and what Chen calls ‘Real Intelligence’—the human elements of trust, engagement, and ethical decision-making.

From HR to Human Development: The Maybank Approach

Maybank’s transition from traditional HR practices to a focus on human development is a deliberate strategy aimed at future-proofing its workforce. The bank has introduced initiatives that allow employees to take charge of their own career pathways, supported by upskilling and reskilling opportunities.

“Employees have the flexibility to shape their workforce participation, recognising that work-life priorities vary across different age groups,” Chen notes. “This ensures a sustainable and inclusive work environment where talent development is tailored to individual needs.”

By shifting from rigid career trajectories to dynamic, self-driven growth opportunities, Maybank fosters a culture of continuous learning and adaptability, reinforcing its commitment to long-term workforce sustainability.

Technology as an Enabler, Not a Replacement

While digital transformation continues to reshape industries, Chen underscores the importance of using technology as an enabler rather than a substitute for human connection. “Adaptive learning platforms, AI-driven upskilling, and hybrid work solutions empower employees to develop their skills and maintain work-life balance,” he says. However, organisations must ensure that digital tools enhance, rather than erode, engagement and trust.

Real engagement, he argues, stems from a culture that prioritises trust, purpose, and development. “The real challenge is not in implementing technology but in ensuring that it enhances—not replaces—the human element of leadership. Organisations that succeed in integrating digital with human-centric leadership will be the ones that attract, retain, and develop the best talent in an era of rapid change.”

Cross-Sector Leadership: Breaking Silos for Innovation

Chen emphasises the significance of cross-sector leadership in driving innovation and adaptability. “Organisations that break industry silos gain fresh perspectives, challenge conventional thinking, and adopt best practices from different sectors,” he explains. “A bank can learn customer-centricity from retail, a manufacturing firm can take cues on agility from tech startups, and a healthcare company can integrate data-driven decision-making from fintech.”

For HR leaders, cross-sector collaboration can transform talent strategies and leadership development. He advocates for interdisciplinary learning, cross-functional project teams, and AI-driven insights to foster collaboration across industries. “Breaking silos—both internally and externally—requires deliberate and sustained efforts from HR leaders. Encouraging inter-disciplinary learning and leadership development programs can expose employees to best practices beyond their own confines.” 

At the heart of this approach is what Chen calls a ‘HOT culture’—Honest, Open, and Trusting , where employees feel empowered to share insights, challenge existing practices, and embrace new ways of working. “Without psychological safety, cross-collaboration remains just an idea rather than a practice,” he asserts. By encouraging employees to challenge existing norms and embrace new ways of thinking, HR can drive long-term organisational agility and resilience.

Preparing HR for the Next Decade

As the workplace evolves, HR leaders must transition from custodians of policies to architects of change. “HR leaders are no longer just custodians of policies and processes; they must be architects of change, shaping organisations that are resilient, agile, and ready for the unknown. The question is not just about how we react to change but how we anticipate, influence, and lead it,” says Chen.  

Chen outlines four key imperatives for future-proofing HR:

1. Embedding HR in Strategic Decision-Making: HR must evolve from a support function to a strategic powerhouse.This means embedding HR in decision-making at the highest level, using data- driven workforce insights to guide talent strategies, and ensuring leadership development is not an afterthought but a business imperative.
2. Leveraging Technology as an Enabler: HR leaders must embrace technology—not as a disruptor but as an enabler. AI, automation, and predictive analytics are already reshaping how we attract, retain, and develop talent. The challenge is not in adopting technology but in humanising it—ensuring that digital solutions enhance employee experience, foster engagement, and create workplaces that are not just efficient but meaningful.
3. Fostering a Culture of Continuous Learning: A workforce that thrives is a workforce that continuously learns. The half-life of skills is shrinking, and organizations that fail to invest in reskilling and upskilling will struggle to keep pace. HR must lead the shift towards dynamic, self-directed learning cultures—where employees are empowered to grow, adapt, and stay relevant in an ever-changing world. 
4. Prioritising Inclusivity and Well-Being: The strongest differentiator in the future of work will be an organisation’s culture. Organizations that prioritize inclusivity, well-being, and purpose-driven leadership will attract and retain the best talent. HR must champion a values-driven culture, ensuring that as businesses scale, they do not lose sight of the human element.

“The next few decades will bring complexities we cannot yet predict,” says Chen. “But one thing is certain: HR leaders who take bold, proactive, and people-first approaches will be the ones who future-proof their organisations—not just for survival, but for sustained success.”

TechHR HR Singapore 2025: Defining the Next Move

Chen is a distinguished speaker at TechHR Singapore 2025 and will share his insights in the panel discussion ‘From Boardroom to Breakthrough: HR’s Role in Reimagining Work for Impact.’ As the event’s theme, What’s Your Next Move?, challenges HR professionals to embrace change as a constant, Chen urges them to take a proactive stance.

“Nothing should remain constant,” he advises. “So many things have changed, and so should you. Staying relevant and doing beyond the expected are the essence of success. What we want for our future is dictated by what we do today.”

As HR leaders navigate an era of disruption, those who consciously plan their next strategic move—by blending technology with human-centered leadership—will shape organisations that are not just future-ready but future-thriving.