In this role, he continues to be based in Thailand, and will be focused on inculcating employee wellbeing and mental health, leadership development, employee experience, and more.

Effective 1 September 2021, Arindam Mukherjee has moved from his role as Group Head of HR at DKSH to take up appointment as Vice President & Group Head of Human Resources at EMS service provider, SVI.

In this role, while continuing to be based in Thailand, Mukherjee will be a part of SVI's management team, and spearheading the organisation's HR functions across APAC (region including Japan) and manufacturing plants in Thailand, Cambodia, Austria, Slovakia, and Hungary. "Senior HR leaders in talent management, recruitment, business partnering, HR centre of excellence, HR systems & analytics, and HR operations will report to me," he shared.

On this exciting development, Human Resources Online caught up with Mukherjee for an exclusive insight into his career journey. Excerpts below:

Q As you move onto this new role in SVI, what has been your most cherished moment with your former team and company?

The HR transformation, business partnering, leadership development, organisation design, and the HR tech Innovation journey of nine dynamic and eventful years in my previous company, DKSH, I cherished most! During that exciting journey I have hired, developed, and engaged number of top talents across the globe who are driving the organisation very successfully to new heights!

Q What are you most looking forward to at SVI?

I will oversee the global efforts to attract, retain, and develop the best fitting and innovative talent as the company shifts into its next phase of growth trajectory.

Q What are the core responsibilities in your new role? How is it different from what you were working on previously?

I am responsible for developing and implementing human resource strategy in support of the overall vision and the strategic direction of the organisation, specifically in the areas of key talent acquisition, succession planning, talent management, HR transformation, organisational development, performance management, learning and development, and rewards. I will provide the strategic leadership by articulating HR needs and plans to the executive management team, and to the board of directors.

Responsibility-wise no big difference except the industry itself, this is a high-tech electronic manufacturing company which is a totally different industry. Here, the opportunities and challenges are completely different from my previous company and I could learn new things as a dedicated lifelong learner and apply my knowledge and 25 years of diverse experience to take the company to the next level in its aggressive growth plan.

Q In this role, what is your number one priority for this coming year? Could you also share with us some of your personal professional goals?

The pandemic has marked a massive shift in strategic priorities in the workplace, my top HR priority is employee wellbeing and mental health, followed by leadership development, employee experience, learning transformation, next-generation leaders and people analytics.

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Q What is the number one talent concern in Thailand and APAC at the moment?

The biggest challenge in Thailand is the talent gap, that is, skilled talent shortages in almost all industries. In the face of acute talent shortages, workforce planning in line with the business growth strategy and a comprehensive understanding of the talent landscape are critical, where HR needs to play a key role in the organisation.

Another issue is talent retention across the APAC region. Companies should take a proactive approach to understanding the emotional drivers of different workforce segments, and enabling them to introduce policies and practices which cater to the evolving needs of all the segments and future-proof the business.

If there is one thing which keeps me up at the mid-hours of night, it’s the flight risk of key talents!

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