Effective transformation relies on leaders turning ambitious visions into actionable strategies, with HR technology as a powerful enabler. Today’s HR leaders are charged with building a future-ready workforce—one that thrives amidst constant change, actively drives innovation and steers organisations toward the future of work.

In an insightful LinkedIn Live session ahead of People Matters TechHR Pulse Philippines, Jackie Barrios, Vice President of HR at Genpact, and Ruby Jaucian, Chief People Officer at PCDSI, joined Mint Kang, Senior Editor at People Matters, to discuss the theme “Transform with Purpose.” Their conversation highlighted four essential dimensions for meaningful transformation: Tech Impact, Success, Agility, and Empowerment.

Through the dialogue, it became clear that purposeful transformation requires both vision and simplicity. Barrios emphasised the importance of streamlining the change process to maintain clarity and pace, while Jaucian underscored the value of nurturing an innovation-driven culture that’s rooted in adaptability and foresight as organisations scale.

Adapting to talent shifts: HR’s strategic role

With organisational structures evolving rapidly, HR leaders are tasked with preparing leadership across all levels for the demands of change. From upskilling teams to cultivating a strategic perspective in talent initiatives, HR must lead by example. Effective transformation is about more than just embracing change; it’s about demonstrating it. Both Barrios and Jaucian emphasised that HR’s role is to show tangible progress toward innovation, signalling to employees that transformation is not just an abstract goal but an active, visible process.

The foundation of any successful transformation, however, is alignment. HR leaders need to guide everyone toward a shared vision, breaking down silos to ensure that everyone—from senior leadership to the newest hires—moves forward in a unified direction.

Overcoming transformation barriers with a purpose-driven approach

For many organisations, transformation requires overcoming entrenched challenges. The most common obstacles include resistance to change, skill deficits, and bureaucratic inertia. Resistance often arises from the natural fear of the unknown, and the solution lies in developing a clear change strategy that fosters a sense of shared goals across the workforce.

Skills gaps present another critical barrier, and while public and private institutions contribute to workforce development, organisations bear the ultimate responsibility for fostering a culture of continuous learning. Furthermore, overcoming bureaucracy involves re-evaluating long-standing processes and adapting them to meet current and future needs.

In overcoming these barriers, the value of a ‘proof of concept’ cannot be overstated. Establishing a proof of concept demonstrates that the transformation process is not only achievable but also practical and beneficial. This “try before full implementation” approach allows leaders to make adjustments and optimise outcomes before scaling up.

Technology as a key enabler of change

In discussing the role of technology, Barrios and Jaucian emphasised its potential as a catalyst for achieving growth objectives. Modern digital tools—such as generative AI, automation, and integrated HRMS solutions—are transforming how organisations approach everything from insights generation to employee engagement.

Technology, however, should not replace the human aspect of HR but should serve to amplify it. At Genpact, for example, implementing tools like Power Automate has allowed HR teams to streamline processes while empowering employees with easily accessible solutions. By showcasing the practical benefits of technology, Genpact fostered a tech-friendly environment that employees found intuitive and productive.

At the same time, technology offers powerful ways to boost real-time engagement across the workforce. Barrios shared that Genpact’s innovative use of bots, designed to enhance “moments that matter” throughout the employee journey, has had a notable impact on retention and engagement. Similarly, Jaucian emphasised that PCDSI employed AI-driven tools to gauge employee sentiment, using these insights to improve retention strategies and proactively address potential challenges.

According to Jaucian, organisations that succeed in transformation are those that empower their employees to adopt new technologies with enthusiasm. She highlighted the importance of encouraging people to experiment with tech, driving a transformation-first mindset that is willing to embrace new tools as opportunities for growth.

Preserving the human element in transformation

Even as HR leaders increasingly leverage technology, they must remain mindful of the human element. Transformation is as much about empathy and human connection as it is about innovation. Leaders who understand this balance recognise that change management involves engaging employees on an emotional level, addressing individual concerns, and fostering a supportive environment.

Creating a collaborative approach to change helps as well. Jaucian shared that hosting boot camps and ideation sessions brought employees together, facilitating an inclusive culture around digital adoption and addressing common fears associated with transformation.

Furthermore, fostering a continuous learning culture is integral to sustained success. Jaucian described the“phygital” approach, combining an online learning platform with in-person interactions, which helps employees engage meaningfully with new knowledge and apply it in practice. This model not only builds a strong foundation for skill development but also supports long-term growth by creating learning experiences that resonate with people’s needs.

Key Takeaways for HR Leaders

Balancing high-tech solutions with high-touch approaches is crucial for HR leaders committed to meaningful transformation. As Barrios pointed out, “People remember the people, not the processes or the technology.” Transformation is about more than tools and metrics; it’s about establishing genuine human connections that inspire lasting change.

In Jaucian’s words, “It’s the moments that matter. Positive experiences make transformation memorable.” As organisations move forward in their journey, HR leaders should prioritise empathy and human connection, recognising that these are the true drivers of sustainable growth.

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