Evangeline Chua

Drove a unified HR Operating model, harmonising policies and rewards, and building a collaborative and accountable regional HR leadership team.

As SEA CHRO, I was tasked to transformed the SEA HR team into a unified, business aligned regional function. Architected and implemented a unified HR operating model for Southeast Asia, with the aim of fostering seamless collaboration between Regional Business Partners, in-country CHROs, and COE leads.and COE leads. By defining clear roles, responsibilities, and RACI frameworks, we established a high-performing, accountable HR leadership team equipped to deliver consistent, business-aligned people solutions across the region. The efforts include the harmonization and alignment of HR policies, compensation, and benefits across business units and geographies, anchored on agreed design principles.

• I had 3 different roles since I joined Dyson. I was hired to partner Global Chief Information Officer (CIO) and SEA Group Functions and subsequently took on the Regional SEA HR Director before being the Strategic HR Partner to the CTO and oversee Dyson Singapore.
• I played an active role in identifying and influencing organisation change and challenging the Senior leadership both in the business as well as Group People. To thrive in Dyson, one is expected to be an independent self-starter and able to function and operate in an ambiguous and entrepreneurial culture.
• Being part of the Global People team, I am expected to set the standards for the HR function internationally and play an active role in leading and driving the People Plan for Dyson SEA.
• Within a span of 5 months, I developed the SG People strategy and priorities; established the Singapore People Council comprising of EXCO members to be the sponsors of People Agenda; developed the Group IT and CTO People strategy endorsed by the Business Senior Leaders; closed out on the Collective Agreement for the Manufacturing arm with the Union (UWEEI), and established myself with the Singapore EXCO and Leadership team. Achieving the above mentioned requires one to work with speed, pragmatism and professionalism.
• Streamlined recruitment processes for increased efficiency and reduced timetohire.
• Optimized HR technologies to streamline processes, improve data accuracy, and enhance overall employee experience globally.
• Spearheaded change management initiatives during times of organizational growth or restructuring.

• My primary drivers are People, Passion and Performance. As a relatively new Statutory Board, it was important to ensure that the Culture, HR policies and practices are aligned to enable GovTech to attract talent from the industry and tapped on the tech eco-system to develop GovTech’s internal capabilities.
• The workforce grew more than 50% to over 3000 in 3 years. Operating in a fast paced, tech industry, the only way is to be agile in adapting the plans, programs and initiatives to address the needs of a growing organization.
• Building talent pipeline where there is a global shortage is exciting. Growing our own timber is also a necessity. Cultivating a culture that attracts and retains talent from the private sector, while reskilling and upskilling the workforce of the future has become a strategic advantage.

• Led a team of 40 members and responsible for the full spectrum of HR practices across 9 cities, spanning from Asia, Europe to America, managing across 9 different cultures with varying challenges and expectations from each geography, as well as ensuring regulatory compliance. My responsibilities include Corporate Admin and Facilities.

• Citi Singapore is a big franchise being the global and regional hub for businesses, corporate functions and operations and technology with close to 10,000 employees. The complexity is multi-fold, managing cross border stakeholder relations both in the businesses and HR fraternity.
• Hired into a cross functional hybrid role which encompassed a Regional Business Partner to support diverse business and corporate portfolio and managed across Corporate & Institutions, Consumer Banking, Global Function and Transaction Banking, as well as functional HR Specialist COEs (Learning & Development, HR Risk, Tax & Financials for 2 years.
• In March 2012, I was given the added responsible of being the HR director of Country Infrastructure and was responsible for the full spectrum of HR functions, namely Talent Development, Learning & Development, Resourcing and HR Risk, Tax and Financials. Besides these functions, we initiated two diversity agenda - Gender and Generation Diversity and to-date Citi Singapore has one of the most successful diversity program across the region.
• In 2013, I was appointed as the Singapore CHRO. As Citi was recovering from the sub-prime financial crisis, it was crucial to reinforce Citi Singapore’s global branding and to maintain our attractiveness as the employer of choice. Supported by a 45-member team, we innovated and led new HR practices to support the organization strategy with the vision to implement best HR practices to meet business priorities.

• Stepped out of my comfort zone from Human Resources and took on an Operations and Organisation Development role at Barclays. Primarily responsible for rightshoring (London, Singapore, India & China), sourcing and vendor management, premises and facility management, internal communications and drove diversity and inclusion and corporate social responsibility.
• Apart from the diverse portfolio, I was also tasked to set up Barclays Technology Center (Shanghai) within a relatively short timeframe of 5 months which involved running the China operations for 3 months shuttling between Singapore and Shanghai until the General Manager was appointed.

• Developed strategies and played the role as an advisor and strategic partner to manage 3 organizational transitions, with changes in leadership and structure. My portfolio covered teams based in China, India, Malaysia, Philippines and Singapore.
• Played a critical role in forging team spirit across the organization and develop talent within the organization. Implemented a holistic talent development program with emphasis on four key areas, namely, strategic thinking, leadership, problem solving and innovation, through mentorship, talent networking sessions, and ‘My Career Plan’ portal to facilitate job rotation.
• Took over the training function from early 2008 and led the team to create the first of its kind, the ITO University, a one-stop virtual portal for training, and onboarding kit to better integrate new hires, and collaborated with Consumer business product owners to ensure the employees received a comprehensive suite of functional and technical trainings to establish a better understanding in order to support the consumer business.

• Assisted the Global OE Officer to drive Talent Management, Succession Planning and Engagement. Responsible for reviewing and recommending initiatives globally across the Wholesale Bank to develop talent and provide career growth.
• Conceptualized and implemented three programs, namely the Graduate Associates Development Program (GADP), Talent Meet and Succession Planning.
• Launched the GADP in November 2003 to create a talent pipeline and accelerate career development through tailored career moves and at the same time, build an international mindset in these promising Graduate Associates through job swapping across geographies.
• Set up a process for the Talent Meet to create a platform for the Wholesale Bank Global Heads to meet, engage and assess each incumbent, provide feedback and consider their strengths for future roles.
• Developed succession planning to assist the Global Heads to identify critical positions and their respective successor(s). At the same time, set up action plans to step up the efforts and prepare successor(s) to take on identified roles.

• Company Overview: (A Subsidiary of CapitaLand)
• Responsibilities included the full spectrum of human resource functions, including industrial relations and corporate admin. Direct involvement in the merger &/or acquisitions in Singapore, Bangkok and Shanghai and the companies involved were ESMACO (DBS Land), Property arm of the Siam Commercial Bank in Thailand and Cushman & Wakefield in Shanghai.
• Played an integral role in the M&A which involved setting up Joint Ventures in China (with Cushman & Wakefield) and Thailand (with the property arm of Siam Commercial Bank). The scope included harmonizing of the terms of employment and setting up the HR machinery to support the overseas entities.
• Other initiatives included: Talent Management & Career Development and Asia Business Fellowship Program in China; Outsourced of Shared Services; Talent Management including job rotation and ensure CEO has the visibility to the talent pool. Built great rapport with the Union SMMWU and maintained a healthy tripartite relationship.
• (A Subsidiary of CapitaLand)

• In 2.5 years, I assumed 3 different roles, Country and Regional Compensation and Benefits Analyst and Country Recruitment Manager for Consumer Bank.
• Responsibilities included setting up guidelines and systems for the recruitment process and database management. Developed interview assessment templates and completed the end-to-end hiring process. Involved in developing the welcome and induction programs. Handled projects such as the recruitment of Management Associates for Singapore and the United Kingdom.
• Regional Compensation and Benefits Analyst (May 1999 to Oct 1999) Seconded to take on a regional role servicing 11 countries. Consolidated Incentive Plans, Bonus Commitments, Market Data and Peer Analysis across the region. Evaluated jobs for internal equity, Reviewed and proposed the compensation packages of expatriate hires.
• Country Compensation and Benefits Analyst (Nov 1997 to Apr 1999) Responsible for the execution of all compensation programs supporting the Global Consumer Bank. Member of the Job Evaluation Committee. Piloted automated compensation system across the Bank.

• Responsible for the global manpower planning and guardian of the human resources policies and guidelines for the Singapore operations. And assigned to support the editorial and retail departments.

• Specialized in training and development in the initial year and was appointed to lead and manage the Human Resource Department for the next 4 years. It was a steep learning curve but gained the trust and respect of the General Managers of the Town Councils.