share on
In her recent visit to Hong Kong, Vice President of Human Resources for Asia and Europe, Nosheen Subdar, shares strategies to bring people together following after a merger.
“Every culture brings something different to the table and has different strengths. We have combined all the strengths of eight companies, and moulded them into what we are now,” says Nosheen Subdar, Vice-President of Human Resources, Asia and Europe, The Penta Group (Penta).
This may well illustrate the formation of this international comprehensive stakeholder solutions firm.
Established in September 2022, US-headquartered, Penta was formed after the merger of alva, Ballast Research, Copperfield, Decode_M, Flag Media Analytics, Gotham Research Group, Hamilton Place Strategies, and Hume Brophy.
Penta now comprises over 350 professionals across the globe, combining the strategy and intelligence side of the business into one offering with different capabilities.
“It was done in phases. Our strategy is to grow continuously, and fortunately, the situation permitted, so that is where we are today,” elaborates Subdar.
Combining the eight companies was just the beginning. The interesting part was integrating the different cultures that come with each company and bring people together to work as one team.
On her recent visit to Hong Kong, Subdar takes HRO’s Tracy Chan through the company’s strategies to establish a new merged culture.
Q: What were the biggest challenges in building a new, merged culture?
Cultural change is a gradual process. The key is to be patient and continuously gather feedback to identify areas for improvement. As a former global company (legacy Hume Brophy), we already had experience operating across different regions and understood the importance of cultural nuances.
For individuals, the challenge often lies in adapting to change. While some embraced the opportunities that the merger brought, for others, the shift was more difficult. Communication was crucial—we needed to explain each phase clearly so that everyone felt informed and comfortable with the direction we were heading.
Q: How does Penta ensure everyone works as one team while catering to their different needs?
From the start, we’ve focused on building a unified team. Many of our clients operate on a regional basis, so we need to be fully integrated across jurisdictions to meet their needs. That said, we recognise that each individual is unique, so it’s essential to build a team that understands and adapts to these differences.
We foster collaboration across regions through regular communication, both top-down and peer-to-peer. We’ve implemented employee surveys and focus group discussions to ensure we understand what is and isn’t working.
We also have several cross-functional working groups. For example, our AI working group allows colleagues from different offices to exchange ideas and trends on how AI can improve our client services.
Additionally, we launched ‘Penta Pals,’ which pairs employees from different locations to build rapport and share experiences. It’s a small initiative, but it helps foster stronger, personal connections across the company.
Q: What kind of culture would you like to build at Penta? What specific initiatives has Penta put in place to build such a culture?
We are focused on creating a culture of positivity, learning, and continuous development. I’m passionate about nurturing talent and encouraging curiosity.
To support upskilling and reskilling, we review training needs annually and offer refresher sessions, not just for professional skills but also for soft skills that are sometimes overlooked. Our ‘Graduate Training Programme’, now in its third year, aims to groom fresh graduates for senior and management roles. We set clear criteria, and if individuals don’t meet those expectations by the end of the year, they won’t progress.
Recognition is also key to our culture. We’ve introduced the ‘Penta Prize,’ a quarterly award where employees nominate peers who’ve made a significant impact. This recognition is shared globally and helps build team spirit across different regions.
Work-life balance is equally important. We’ve introduced initiatives like ‘1500 Fridays,’ where employees can log off at 3 pm on Fridays when possible, as a way to support personal wellbeing. We also offer a semi-hybrid working model, giving employees flexibility while ensuring business needs are met.
Lastly, we emphasise open communication through an open-door policy, encouraging transparency and problem-solving across all levels of the organisation.
Q: Throughout the journey of workplace transformation, what is the role of the management? How do you ensure the buy-in of the management and stakeholders in supporting the transformation?
Management plays a central role in shaping our culture and ensuring alignment across the organisation. It’s essential that they fully understand and support the company’s strategy and values. We regularly consult with the management team to ensure we are all on the same page, and this unified approach helps drive the transformation forward.
Q: Do you have suggestions for your HR peers who are striving to improve organisational performance through cultural transformation?
My advice is not to rush cultural integration—it’s a process that takes time. Don’t try to force a culture; instead, adapt to the diversity around you and work toward mutual understanding.
The key elements for building a positive culture are:
- Listen to your people and take their feedback seriously.
- Be patient with the process.
- Focus on developing your people, both personally and professionally.
Q: Concluding the interview, what are the key trends you see in the talent landscape in the coming future?
One of the most significant trends is the integration of AI into HR processes. We need to balance the advantages of AI with confidentiality and privacy concerns.
In addition, people’s expectations are evolving with each generation. We must stay current with these trends and adapt our strategies to meet the changing needs of our workforce.
Photo / Provided
share on
