What does it take to construct a resilient, purpose-driven workforce in occasions of worldwide uncertainty and technological change? For Patrick Jordan, vice chairman of HR, Asia-Pacific, at Suntory International Spirits, the reply lies in redefining the worker expertise—from fostering psychological security and inclusion to leveraging AI for profession development.
On this dialog with HRM Asia, Jordan shares how HR is shaping the way forward for work whereas staying true to the group’s objective of “inspiring the brilliance of life.”
HRM Asia: What’s the subsequent evolution of HR leaders’ position, notably within the context of worldwide uncertainty and speedy expertise change?
Patrick Jordan: At Suntory International Spirits, we see change as a possibility to be taught and develop, and the perform of HR will regularly evolve to higher align with our enterprise. We’re centered on adapting the group and its method of working, with the last word aim of delivering a personalised, premium worker expertise.
A few of the methods we’re doing this embody decreasing structural complexity whereas redefining the workforce mannequin to match enterprise realities, transitioning to self-service instruments and specializing in strategic priorities equivalent to expertise administration for development and inclusion to drive innovation and ideation.
With organizational transformation turning into the brand new norm, managers are anticipated to advocate for change, mannequin new behaviors and supply secure areas for workers to alternate concepts. Workers—and managers—are dealing with change fatigue, and we’re seeing a have to construct resilience in change administration.
We’re centered on psychological security, which includes encouraging managers to foster transparency and open dialogue, enabling workers to share and resolve considerations. That is actually necessary for us within the Asia-Pacific. We consider in being a corporation by which everyone seems to be valued, with an inclusive tradition that conjures up dialogue, creativity and psychological security—permitting us to drive ideation, innovation and collective development.
See additionally: Why constructing workforce resilience must high HR’s agenda
HRM Asia: How can organizations be sure that AI and automation increase the human expertise moderately than diminish it?
Jordan: There is no such thing as a doubt that AI and its potential are very engaging. It serves as a strong ally in HR, enabling us to optimize processes, make data-driven choices and dedicate extra time to strategic high-impact actions—all of which contribute to a thriving office at Suntory International Spirits.
The problem is about how we get folks to understand AI; how it may be used to interchange repetitive duties and liberate time for workers to give attention to work that requires empathy, creativity and important pondering. And it doesn’t matter what we do, we have to retain and improve the human contact and be sure that our workforce is greatest positioned to know and meet shopper wants within the business.
Our method to AI and expertise normally is to make sure our workforce has the instruments and alternatives they should go additional of their careers. One of many methods we’re incorporating AI and automation into our workflows is our thrilling key mission, Suntory MyCareer, which launches later this 12 months. This revolutionary platform will empower our workers to discover and apply for roles, join with mentors and take part in initiatives throughout the worldwide Suntory Group, fostering a extra trendy and inclusive method to expertise improvement and profession navigation.
Whereas we adapt our group utilizing MyCareer, we’re additionally making ongoing investments to amplify our business and management capabilities. These are important as we navigate elementary modifications inside our business. In occasions like these, our perform acknowledges the significance of investing in important priorities versus divesting.
HRM Asia: The trendy workforce is more and more looking for purpose-driven work. How do you assist the group articulate its objective and authentically embed it into the day-to-day worker expertise?
Jordan: At Suntory Group, our objective—to encourage the brilliance of life by creating wealthy experiences for folks in concord with nature—has been a guiding drive all through our historical past. This objective fuels our revolutionary spirit and ambition, which we embody in our each day actions.
We actively implement initiatives that align our workers with this objective, together with group engagement packages, sustainability initiatives and alternatives for private {and professional} development. These efforts not solely reinforce our dedication to our objective but in addition supply significant methods for our workforce members to attach with it. For instance, in our Singapore workplace, we host bar nights for workers, in addition to their buddies and households, to create extra touchpoints with our manufacturers and domesticate a way of satisfaction.
Our workers even have entry to intentional developmental experiences throughout capabilities and nations. For instance, one among our HR leaders in Taiwan took a three-month task with Suntory’s world HR workforce in Tokyo. This expertise contributed to her transfer right into a everlasting world studying and improvement place.
HRM Asia: Past company insurance policies, what’s the HR chief’s duty in driving broader societal change by their group’s expertise and tradition initiatives?
Jordan: We’re inserting a stronger emphasis on inclusion by evolving our variety, fairness, and inclusion technique right into a International Inclusion imaginative and prescient for Suntory Group: “Uniquely Me, Rising as One.”
I’m proud that we’ve leaned into—moderately than backed away from—inclusivity, which is crucial to our innovation and development. Because the vice chairman of HR for the Asia-Pacific area, I’m dedicated to fostering a office the place everybody feels valued and empowered to be their genuine selves.
Our individuals are the driving drive behind our daring ambition to grow to be the World’s Most Admired Premium Spirits Firm. Our vibrant, numerous workforce is one among our best property, fueling the expansion of our premium manufacturers and connecting them with shoppers. It’s why we’re centered on amplifying that which makes us distinctive as we prioritize inclusion.
Our aim is to allow a tradition the place our folks really feel their distinction makes a distinction, guaranteeing we’re nurturing inclusive leaders of at this time and tomorrow, fostering functionality and driving accountability throughout the group.
We proceed to foster inclusive connection and recognition by leveraging Worker Inclusion Teams (EIGs) and Ally Networks, which play a vital position in shaping our tradition. These teams create group and are avenues for us to help workers in addressing social points which are necessary to them, equivalent to generational consciousness, cultural understanding, psychological health, gender fairness, incapacity, LGBTQ+ and extra.
As a frontrunner, I’ve realized to understand the influence of inclusion on enterprise outcomes. My position in societal change is to embed inclusion, not simply as a coverage, however as a each day conduct. For me, meaning guaranteeing our expertise programs, from acquisition to improvement, are designed to determine, nurture, and elevate numerous expertise, whereas holding leaders accountable for constructing a tradition of belonging. In a area as nuanced as Asia-Pacific, that is greater than an HR precedence; it’s a enterprise crucial.
HRM Asia: Wanting 5 to 10 years down the street, what’s the single largest problem that HR leaders will face, and what’s the most vital alternative?
Jordan: Over the subsequent 5 to 10 years, expertise will undoubtedly be a driving drive in how organizations evolve, and we should embrace the uncertainty that comes with it.
As AI, automation and digital transformation redefine the office, the true problem for HR professionals lies in how we understand our roles and the way organizations acknowledge HR’s strategic contributions.
Traditionally, HR has been considered primarily as an administrative perform centered on payroll and compliance, however its true potential lies in fostering organizational tradition and driving innovation. Organizations like Google and Netflix exemplify how HR can improve enterprise efficiency when it’s positioned as a strategic associate. The problem for HR professionals is how one can rethink our insurance policies and procedures to create a compelling worker expertise.
Once I interact with leaders, they specific a want for HR to evolve past its conventional administrative position. They need us to shift our method. So, let’s reframe the dialog. Quite than attributing lack of management functionality to our incapacity to alter, we must always ask ourselves what changes we have to make as HR, each when it comes to mindset and our methods of working. That is what our leaders are signaling once they talk about our position.
