Head of HR at ERA Singapore Pte Ltd

Lily Lee is a highly accomplished HR leader with over two decades of experience in strategic HR, business partnering, and organization design. As the Senior VP, Head of HR at ERA Singapore, she fosters corporate excellence through effective people strategies. With a diverse industry background and regional exposure, Lily possesses a strong business acumen, agility, and ability to navigate complex HR challenges. In nurturing her passion for developing people for optimal transformation, Lily delivers business value and growth. Her coaching approach unleashes individuals' potential and encourages a positive work environment equipped with a growth mindset.

With a Master's degree in HRM from Murdoch University and certifications as a SHRM-SCP and CHRBP-Asia HRM, she combines holistic analysis with high-impact HR initiatives. Lily's track record of success, dedication to people development, and commitment to making a difference, have established her as an influential figure in the HR community. She is driven to empower individuals, contribute to their success, and cultivate a culture of growth and achievement.

Following is the conversation we had with Lee.

As the Senior Vice-President HR, what are some of your key roles and responsibilities that you have on a daily basis at ERA?

As the Senior Vice-President for HR at ERA Singapore, my daily responsibilities revolve around championing revolutionary HR approaches that support and encourage a high-performance culture, thereby empowering our employees to achieve their full potential. I focus on driving organizational success centered around business outcomes and results. The real estate industry is dynamic and fast-paced so I adopt a forward-thinking and strategic mindset, enabling me to spearhead initiatives that align with the ever-evolving landscape of the modern workplace.

Here are some key aspects of my role:

Strategic HR Leadership: I am responsible for developing and refining HR strategies, ensuring they align with ERA's overall business goals. By staying abreast with industry trends and best practices, I can conceptualise innovative approaches to improve HR processes, optimize employee experiences, and drive organizational success.”.

Talent Acquisition and Management: Attracting and retaining top talent is critical for sustained growth. I lead the design and implementation of a comprehensive talent acquisition strategy, leveraging data-driven insights and advanced recruitment techniques to identify high-potential candidates with whom ERA’s core values would resonate well with. Additionally, I champion talent management programs that facilitate career development, succession planning, and performance management, supporting a high-performing workforce that drives business results.

“By staying abreast with industry trends and best practices, I can conceptualise innovative approaches to improve HR processes, optimize employee experiences, and drive organizational success.”

Employee Engagement and Culture: A thriving company culture is the bedrock for employee satisfaction and productivity. I focus on developing an inclusive and collaborative work environment where employees feel valued, motivated, and connected. Through targeted initiatives such as team-building activities, overseas staff retreats, regular staff chill down session and recognition programs, I help create opportunities for meaningful employee engagement, resulting in a strong sense of belonging and shared purpose.

Learning and Development: The real estate industry moves at an intense and rapid pace so continuous learning is essential. I believe in investing in employees' growth and development so as to achieve and maintain unparalleled standards in work ethics and deliverables. I collaborate with internal stakeholders and external partners to design comprehensive training programs that address skill gaps, support career progression, and align with the progressive needs of the real estate industry. I also oversee the implementation of these programs, ensuring employees have convenient access to continuous learning opportunities.

Performance and Talent Optimization: A performance-driven culture requires effective performance management systems. I have introduced innovative performance appraisal frameworks, such as the "ikigai" approach, which examines employees' life aspirations and connects them with their work goals. By providing regular feedback, coaching, and support, I can help individuals maximize their potential, align their efforts with organizational objectives, and drive overall excellence across the organisation.

HR Technology and Process Optimization: To enhance our HR practices at ERA Singapore, I have implemented a new HR Information System (HRIS) and e-performance appraisal system. This initiative has enabled us to optimize HR processes, transitioning from manual and paper-based approaches, to streamlined and efficient workflows. With technology, we have improved the speed, accuracy, and accessibility of HR data, resulting in more effective decision-making and we have also empowered employees to manage their information more seamlessly. Embracing advances in technology has greatly improved our operational efficiency and transformed the way we work.

Stakeholder Collaboration: As a strategic HR leader, I collaborate closely with executives, department heads, and stakeholders to align HR initiatives with business strategies. By fostering strong relationships, open communication, and cross-functional collaboration, I ensure HR practices are seamlessly integrated, resulting in a unified approach toward talent management and organizational effectiveness.

Through these key roles and responsibilities, I am committed to building a modern and progressive HR function at ERA Singapore. With strong focus on strategic talent management, employee engagement, learning and development, I aim to create an environment where employees thrive, innovation is optimised and where I can ultimately contribute to the organization's long-term success. My objective is to build a culture that promotes positivity, optimises performance and talent, leverages HR analytics and technology, as well as promotes stakeholder collaboration.

2023 is bringing a changed world of work. The pandemic has propelled digital transformation four years into the future, and the employee-employer relationship has transformed. Although HR has been leading change and crisis in the past years, it runs the risk of missing the boat on this fundamental shift in how we work. Your views on this.

Looking at workplace interactions and relationships post pandemic, I firmly believe HR must be proactive in adapting to the transforming employee-employer relationship. While HR has successfully led change and crisis management, it runs the risk of not adequately addressing this transformative shift in how we work.

As the Senior Vice-President HR at ERA Singapore, I have championed initiatives to align our practices with the modern workforce. By understanding employees' personalities and motivations, we help them identify meaningful goals and provide customised support through training and development. Our focus on team bonding, staff retreats, and effective communication tools like Enneagram profiling programs has encouraged and promoted engagement and connectivity.

Through the embracement of technology, we have digitized core HR processes through a new HRIS and e-performance appraisal system, streamlining operations and empowering employees.

We consistently evaluate and adapt our procedures to stay at the forefront of best practices. We prioritize employee well-being, growth, and development through various initiatives. Although hybrid work arrangements have not been implemented, given the unique intricacies of our scope of work, we remain committed to creating a resilient and successful future for our organization.

In summary, HR remains an imperative piece in our organisation’s jigsaw puzzle; and as the Senior Vice-President for HR, I remain dedicated to prioritizing employee engagement, leveraging technology, and fostering growth.

How do you expect HR to move towards a more proactive approach to wellbeing and resilience?

I believe HR needs to embrace a holistic strategy encompassing various aspects of employee wellness. Drawing inspiration from successful initiatives like the aforementioned ones implemented by ERA, we can create a compelling framework.

In a nutshell:

Comprehensive Wellness Programs: Implement wellness programs that address mental, physical, and emotional wellbeing. These include stress management workshops, fitness activities, nutrition education, and mental health support. ERA's initiatives, such as wellness leave, get-well hampers for COVID-infected staff, and enhanced dental benefits, demonstrate a commitment to supporting employees' overall health.

Flexible Work Arrangements: Offer policies that promote work-life balance and individual needs. These include options for remote work, flexible hours, and time off. ERA's provision of quarter-day off and two days of wellness leave, as well as the flexibility to choose preferred work equipment during the pandemic demonstrates our commitment to supporting employee work-life integration.

Financial Wellbeing Support: Collaborate with financial partners to provide resources that support employees' financial stability. ERA's partnership with "GetPaid" to provide earned wage access exemplifies a proactive approach to help employees meet their short-term financial needs, reducing their reliance on money lenders and provides financial security.

Emotional Support: Create a supportive environment by offering access to Employee Assistance Programs (EAPs) and counselling services. This promotes open communication, helps employees navigate personal and work-related challenges, and enhances their emotional resilience.

ERA adopts an open-door policy that gives employees the freedom to share personal challenges with HR personnel who will commit to working toward available and feasible solutions. Additionally, regular staff chill-down sessions provide an opportunity for employees to unwind and connect with fellow colleagues, to build camaraderie.

Regular Assessment and Adaptation: Continuously evaluate the effectiveness of wellbeing initiatives and make adjustments based on employee feedback and evolving needs. This ensures HR remains responsive and adaptive to the changing demands and challenges employees face.

By incorporating these practices, HR can proactively foster employee wellbeing and encourage resilience. It involves building a culture that promotes work-life balance and integration, offering comprehensive wellness programs, supporting financial and emotional wellbeing, and regularly assessing and adapting initiatives.

ERA's successful implementation of these initiatives showcases the positive impact they can have on employee engagement, productivity, and overall organizational success. HR leaders can take inspiration from such practices and tailor them to their specific organizational needs, creating a thriving work environment where employees can flourish and contribute to long-term success.

What advice would you give to your peers and leaders?

My advice is to prioritize understanding the core business and revenue generation model of the company you work for. By possessing a comprehensive knowledge of how the organization secures revenue, HR professionals can align strategies and initiatives that contribute directly to the bottom line. This business-centric approach allows HR to provide value-added solutions and become strategic partners in driving organizational success.

I’d also share the following advice, based on the initiatives we have implemented at ERA:

Embrace your organization's identity/DNA: This entails promoting the unique selling propositions of the company’s culture that will attract individuals who align with your mission and values. Hire for cultural fit, to foster a cohesive and engaged workforce. At ERA, we strongly abide with the following principles: "One Dream, One Team, One and Only ERA" and "We rise by raising others."

Empower your employees: Set clear expectations, provide autonomy, and trust your team to take ownership of their work. Create an environment that encourages innovation, creativity, and personal growth.

Adapt to the evolving talent landscape: Stay agile and responsive to changing employee needs and expectations. Embrace technology and trends that enhance employee experience, well-being, and work-life balance and integration.

Foster a high-performance culture: Encourage a growth mindset, collaboration, and recognition. Provide opportunities for continuous learning, career development, and celebrate exceptional performance.

By incorporating these principles and advice, HR professionals can become strategic partners who optimise value and contribute to the organization's success. Understanding the core business, being business-minded, collaborating effectively, focusing on results, and cultivating business acumen are essential for HR leaders to make a meaningful impact in today's dynamic business environment.