In CAG, HR has moved beyond the concerns of traditional staff welfare, and made efforts to really engage at ground level—understanding them, hearing them and getting to know the needs of individual employees through a robust communication platform, including townhalls, lunches and employee surveys. It is a challenging process, but at the end of the day, the real value lies in touching people's lives and hearing how things have changed for them.
On a broader level, we also need to understand the context of the organisation, its stage of development, as well as its needs and direction. We then adapt what we have learned to suit CAG—tailoring our strategies for the biggest impact. This all involves knowing the business, drivers of the business, and seeing areas where HR can work with business units to really bring out value.