Dr. Balaji M. S., the Group CHRO at Critical Facility Group Singapore and a distinguished HR thought leader with over 26 years of experience, has driven innovation and excellence in HR across industries. As a Global Transformation Engineer, he has shaped organizational culture through his expertise in Human Capital Strategy, Leadership Development, and Organizational Transformation.

In this profile, we explore his HR journey, the impact of his international exposure, and the strategic initiatives that have fostered talent development and a culture of trust. Dr. Balaji’s insights offer a blueprint for creating engaged and innovative workplaces in today’s evolving business landscape.

• Could you walk us through some key milestones in your journey?

TVS Electronics, my first company, deeply shaped my HR journey. Its core values—Customer Centricity, People First, and Leadership by Example—aligned me with a new-age HR mindset. During my formative years, I had the privilege of learning from industry legends like CK Prahalad and Japanese scientists Prof. Wasio and Prof. Tsuda, which broadened my perspective and refined my expertise. Mr. Gopal Srinivasan, Chairman of TVS Electronics, greatly influenced my commitment to people and customer-centricity. His foresight in embracing digitization over two decades ago inspired my innovative approach to HR.

At Siemens, I learned the importance of scaling ideas and embraced the mantra “Engagement brings Effectiveness.” Mentors like Mr. Sai Ramesh, who introduced me to coaching, and my current Chairman at CFG, Mr. Andrew Mui, continue to shape my thinking. Other influential figures, including BN Nagaraj (TVSE), Mr. Kailas Nadkarni (Siemens), and Dr. Ganesh Natarajan (ex-CEO, Zensar Technologies), have left a lasting impact on my approach to leadership.

Siemens also gave me invaluable experience in large-scale transformation. I honed my skills in adapting global strategies to local contexts, particularly during mergers and acquisitions, where I focused on cultural integration and M&A-related communication. Leading the design and implementation of the “New Performance Management System” with nine capabilities was a pivotal learning moment.

Throughout my career at TVSE, Siemens, Professional Access, and now at CF Group, I’ve led Culture Rejuvenation initiatives, emphasizing cross-business collaboration, values in action, and leadership development through upward feedback mechanisms.

One of the most impactful strategies I’ve employed is my 26-year career plan: the first decade focused on continuous learning, the second on leadership and driving organizational impact, and the third on coaching and nurturing future leaders. This vision, guided by mentors, has been central to my growth and contributions in HR.

• How has your international exposure influenced your approach to HR practices and organizational development?

I’ve had the privilege of working with global companies like TVS Electronics, Siemens, Professional Access-Zensar Technologies, and now Critical Facility Group, based in Singapore, with operations in China, Japan, Thailand, Brunei, Malaysia, and India.

A key lesson I’ve learned is the importance of adapting global strategies to local contexts. Implementing people strategies across different countries requires understanding local nuances while maintaining international standards. 

I’ve also realized that stakeholder expectations are demanding in a global setting. To meet them, I’ve customized HR practices while ensuring they align with international benchmarks. This has allowed me to deploy best practices across countries while also creating ‘next practices’—innovative approaches that go beyond the norm.

Cultural integration has been a core focus, especially in post-merger situations. A successful integration brings together different organizational cultures, creating a unified vision.

• How do you integrate coaching into your leadership style?

The organizational landscape is rapidly evolving. The focus has shifted toward short-term results and digital transformation in recent years. Structures have moved from vertical hierarchies to more horizontal models, and employees are seeking new work norms, such as remote work and four-day workweeks. Leadership is now under a microscope, with increasing scrutiny on how leaders navigate challenges, making their role in value creation more critical than ever.

Companies are now focused on building talent houses, with employees and employers aiming to create meaningful brands. There has been a significant mindset shift from “loyalty association” to “accountability association,” where the emphasis is no longer on task completion but on developing multi-skilled employees.

With these changes, coaching at every level has become essential. Personally, I am a strong advocate of reverse coaching and feedback. My experience in coaching, particularly in succession planning, was gratifying. Over two years, I helped prepare top talent at the N-4 level (Managers) to assume business head roles (N-2 level) while also coaching senior leaders on behavioral changes—a truly enriching journey.

• Can you share some insights into the trends shaping the future of HR?

It’s intriguing to think about how quickly norms can evolve. In 2017, the idea of working from home as a standard practice seemed far-fetched, but today, it’s a common reality. In this fast-paced environment, digital tools are essential for effective HR management.

A key trend is the growing need for continuous upskilling and reskilling. As technologies like AI, ML, and blockchain advance, ensuring the workforce stays relevant is critical. HR’s role has shifted from traditional personnel management to strategic talent development, focusing on future-proofing the workforce.

Data analytics is also becoming vital. I advocate for data-driven decision-making using dashboards and scorecards, though a challenge remains in turning data into actionable insights.

Another key focus is selecting and developing the right talent. As work becomes more complex, identifying individuals for leadership roles and P&L responsibilities becomes increasingly challenging. Mentoring and continuous feedback help address this.

Finally, effective performance measurement goes beyond hitting targets—it’s about understanding the nuances. I believe in combining data with qualitative insights and focusing on recognizing positive behaviors. HR’s role is not just to build capable employees but also to create a positive and happy work environment, which boosts motivation and productivity for the long term.

• Finally, what are your aspirations for the future of HR leadership?

HR leadership must explore new ways to harmonize people and technology as our business evolves and reimagines its future. The challenge is to inspire individuals to reach their full potential while achieving organizational goals. This requires us to embrace innovative working methods and motivate teams in ways that create long-term value. I believe the key lies in rethinking organizational values, embracing emerging technologies, and adopting new talent models. Social listening will become integral to organizations, and developing future-ready competencies like risk management, data literacy, and financial acumen will be crucial. All of this will require significant investment in leadership development.

The role I aim to play is one where I deeply understand the business, allowing me to design strategies that drive impactful results. I want to build trusting relationships to effectively coach others to perform at their best. My goal is to inspire my team to dream big and push beyond their limits while fostering creativity and productive debate that leads to the best solutions.

I believe skilled HR professionals are well-equipped to take on business leadership roles. With their understanding of people, processes, policies, and systems, assuming broader business leadership is a natural progression. In the future, I see myself leading not just HR but the business as a whole.