CIMB BANK BERHAD

My reflections from 2024 about the role of HR

Someone asked me last year, “What type of HR practitioner are you?” My answer was and still is: I am HR for the business.

I am obsessed with achieving business goals, and I do this by implementing talent programs that align with those goals. I share business metrics with my peers, such as Operating Expenditure (OPEX) and cost-to-income ratio. In doing so, I feel I add real value to the business.

Here’s what I do:

1. Workforce Planning

I collaborate with the Finance team to synchronize our workforce forecast reports, providing a snapshot of workforce costs versus personnel costs (a contributor to OPEX). This allows for meaningful conversations with Project Directors and Departmental Heads about proactively planning a workforce mix that is agile enough to meet varying manpower demands throughout the year.

Rather than simply saying, "No, you cannot hire," I work alongside them to plan headcount provisioning for different phases of projects or peak seasons. I also encourage them to consider diverse manpower solutions—be it permanent hires, contract workers or third-party support—using a simple Build, Buy and Borrow approach. This ultimately helps optimize business OPEX.

2. Succession Planning

I dedicate significant time to discussions with business leaders about balancing short-term goals, like meeting annual profit targets, with longer-term growth.

Beyond identifying successors, I challenge them to consider knowledge management. By using the "bus principle"—asking, "What happens if your manager gets hit by a bus tomorrow?"—I provoke them to think critically about talent bench strength. This ensures sustainable operations and uninterrupted project progress. Leaders appreciate this approach because it emphasizes retaining critical talent to achieve business objectives.

3. Applying Analytics to Support Decision-Making

While many HR conferences emphasize AI, they often overlook foundational issues like data readiness, migration paths and cybersecurity. AI is only valuable if you know how to use it effectively and have clear goals.

I’ve worked with my data team to create reports that provide real value to business leaders. Instead of simply reporting attrition rates, we focus on forecasting talent needs for the mid and long-term, simulating attrition and growth scenarios. This allows leaders to plan for talent pipelines through promotions, hiring or third-party solutions—without necessarily needing AI.

While AI is exciting, I dedicate time to understanding how it can genuinely meet business needs, such as identifying required skill sets, matching candidates to leadership profiles, automating data migration and ensuring compliance in a regulated environment.

"To be a successful HR business partner, practitioners must have strong business acumen—understanding the metrics that drive the business and collaborating to achieve shared goals."

4. Culture Building

I’ve observed that the strength of a team is reflected in how effectively they solve problems together. Collaboration across departments is crucial for achieving business goals. When people unite around shared objectives, it fosters an environment of trust and innovation.

I work with Division Heads to articulate desired behaviors that promote collaboration. Programs I invest in prioritize developing leaders and their direct reports, ensuring the impact cascades through the organization.

By keeping OPEX in mind, I justify training and employee engagement programs for the financial year. Building a lasting culture requires more than a course or two—it requires ongoing efforts. For example, I’ve used sustainability projects, like mangrove planting, as team-building opportunities. In 2024, employees in my division collectively clocked about 14,000 CSR hours, averaging 14 hours per person.

Using employee engagement survey data, I focus on metrics like “intent to stay” and “pride in working for the organization.” Instead of relying on overall scores, I analyze specific indices to design tailored programs that align with business needs.

Today, I have a seat at the table, contributing to programs that drive business growth. Through workforce planning, fostering collaboration and linking operational metrics to business outcomes, I support initiatives that improve business margins and productivity.

To be a successful HR business partner, practitioners must have strong business acumen. This means understanding the metrics that matter to the business and collaborating with other functions to achieve shared goals.

If you agree, here are some 2025 resolutions to consider:

● Stop chasing the business to complete appraisal forms.

● Stop saying “No” to hiring without proposing forward-thinking solutions that align with future needs.

● Stop acting as HR police—this creates bottlenecks.

● Start attending operational meetings to understand productivity levers.

● Start attending tech conferences to learn how AI is used and understand associated risks.

● Start sharpening your business sense because HR is all about the business.