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This approach must be a holistic one, Chan Tsan, CEO, emphasises. "Apart from the usual factors like welfare and remuneration, we must also look out for new ways to develop them and help them attain their maximum potential."
A people-centric culture is the cornerstone of organisational success. It creates a workplace where employees feel valued, empowered, and inspired to contribute their best.
A prime example of a people-centric organisation is the Home Team Science & Technology Agency. At the helm sits CEO, Chan Tsan, who was recognised with a gold award for 'Most People-Focused CEO' at the HR Excellence Awards 2024, Singapore.
Tsan, a champion of people-centric leadership, shares his insights with the HRO team as he emphasises that the formula for success is rooted in prioritising people, stressing to “put the people first and the results will follow."
Q. What was the motivation that sparked your passion & business case for pursuing your outstanding people strategy?
I’ve always believed that everything starts from the people, without whom nothing will get done. To me, adopting a people-centric approach isn’t a matter of choice – it’s imperative that every organisation does so. Put the people first and the results will follow.
The need to adopt a people-centric culture was especially relevant for HTX as our launch five years ago involved bringing together engineers and scientists from the various Home Team Departments, each of which has its own unique culture. It was obvious that we needed to find a way to get everyone to gel quickly and embrace our diversity so that we could become an effective force multiplier for the Home Team. Why was this important? Because the work we do impacts the safety and security of all Singaporeans.
The best way to do so was to forge an exuberant culture that everyone could get behind. Another important element is having open lines of communication. Staff of any level should be able to voice their opinions to senior management, and this is why we regularly have informal townhall sessions filled with fun and laughter to facilitate this.
Q. Looking back, can you share a challenge that you overcame in your journey of HR excellence? How did you triumph?
One of the significant challenges I've faced on my journey towards HR excellence is the necessity to constantly learn and adapt my methods. Even with the best intentions, well-crafted policies and initiatives can sometimes be misunderstood, leading to miscommunication and frustration among staff. As the CE, it's easy to become the focal point of these grievances.
However, I've learned that it's crucial to take these moments in stride. It's important not to take criticism personally but to view it as constructive feedback. Every piece of feedback is a learning opportunity. By understanding the concerns and adapting our approaches accordingly, we can become more effective leaders. Ultimately, it's about being resilient, continuously improving, and ensuring that we are better equipped to meet the needs of our organisation and its people.
Q. Beyond the recognition, what impact do you hope your feature in the HR Excellence Awards would have on the HR community and manpower landscape?
I hope that this win will spur other organisations to also put their people first and have all senior leaders work closely with human resources to provide direction on organisational matters. Human relationships are complex, and people matters can sometimes be difficult to tackle, but it is important that we prioritise solving such problems. Don’t lose heart when obstacles pop up along the way, and stay focused on steering the wheels back on track. Neglecting the people is a surefire way to cause a dip in morale, and things will inevitably go downhill from there.
Q. Could you share some advice you would give to others aspiring to follow in your footsteps?
Live and breathe your organisation’s values and be a role model for other leaders and employees in the organisation. At the same time, be authentic and approachable.
The approach of putting people first must be a holistic one. Apart from the usual factors like welfare and remuneration, we must also look out for new ways to develop them and help them attain their maximum potential. Here at HTX, we offer our staff many opportunities for growth in their career. After all, if you want your people to grow, you’ll need to provide them room to do so. Also, senior management must always keep their ears to the ground and be in tune with the people. Understand their problems and be empathetic.
The way I see it, leaders shouldn’t be looking to build a company – they should be looking to build a community of people driven by the same purpose. I strongly believe that the results will follow when the people are happy and content.
Q. Let's talk inspiration! Who has been a driving force behind your success?
I am not a natural-born leader, but I've been fortunate to work for and alongside some exceptional leaders who have inspired me and shaped my approach. I've modelled myself after them, learning invaluable lessons from their strengths and successes.
Interestingly, some of my most profound lessons have also come from observing poor leadership. These experiences have taught me what not to do, helping me refine my own leadership style. It's a journey of constant learning and adaptation, drawing from the best and even the worst to become better each day.
Read more interviews on why organisations have won trophies for their HR practices – head over to our Winning Secrets section!
Photo: Provided
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