The Future of Leadership: Why High-Potentials Must Prioritize Health and Mental Wellbeing

08 Feb 2026, Singapore: The Future of Leadership: Why High-Potentials Must Prioritize Health and Mental Wellbeing.

In today's competitive business landscape, organizations are constantly on the lookout for high-potential talent to drive growth, innovation, and success. However, as the war for talent intensifies, it's becoming increasingly clear that identifying and developing future leaders requires more than just technical skills and business acumen. To thrive in a rapidly changing world, high-potentials must also prioritize their health and mental well-being.

The Business Case for Wellbeing

Research has shown that employees who are physically and mentally well are more productive, creative, and resilient. They are better equipped to handle stress, adapt to change, and make informed decisions. In fact, a study by the World Health Organization found that every dollar invested in employee well-being generates a return of $4 in improved productivity and reduced absenteeism.

A New Criterion for High-Potential Talent

As organizations look to identify and develop future leaders, it's time to add a new criterion to the list: health and mental well-being. This means that high-potentials must take proactive steps to prioritize their physical and mental health, and organizations must support them in this endeavor.

What Does This Mean for High-Potentials?

For high-potentials, prioritizing health and mental well-being is no longer a nice-to-have, but a must-have. This means:

• Taking care of physical health: Regular exercise, healthy eating, and adequate sleep are essential for maintaining energy and focus.
• Prioritizing mental well-being: Engaging in activities that promote mental well-being, such as meditation, mindfulness, or spending time in nature, can help reduce stress and improve resilience.
• Seeking support: Building a support network of friends, family, and professionals can help high-potentials navigate the challenges of their role and maintain a healthy work-life balance.

A Checklist for Organizations

For organizations looking to identify and develop high-potential talent, it's time to add health and mental well-being to the checklist. This means:

• Assessing well-being: Regularly assessing the well-being of high-potentials and providing support and resources to help them prioritize their health.
• Creating a supportive culture: Fostering a culture that values and supports wellbeing, and encourages employees to prioritize their health and mental wellbeing.
• Providing resources: Access to tools and services that support well-being, such as mental health support services, fitness programs, and employee assistance programs.

Conclusion

As the business landscape continues to evolve, it's clear that health and mental well-being will play a critical role in determining the success of high-potentials. By prioritizing their well-being, high-potentials can unlock their full potential and drive business success. For organizations, it's time to take a more holistic approach to talent development and recognize the importance of health and mental well-being in identifying and developing future leaders.

In the future, organizations will not only be looking for talent with the right skills and experience but also those who can demonstrate a commitment to their health and well-being. Will you be one of them?

References

• https://www.linkedin.com - Leadership and Mental Health - A Priority for Modern Leaders
• https://www.forbes.com - Leaders Can Prioritize Employee Mental & Physical Health

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Updated Characteristics of High Performance Team

08 Feb 2026, Singapore: A high-performing team is a group of individuals who work together towards a common goal, sharing a collective sense of purpose and accountability. Listed below are the updated characteristics of a high-performing team that incorporates elements of "Future-Ready Organization":

1. Clear Purpose and Vision:

• Shared understanding of the team's objectives and purpose
• Clear goals and expectations
• Alignment with the organization's overall strategy and vision for the future

2. Agile and Adaptable:

• Ability to adapt quickly to changing circumstances
• Willingness to pivot and adjust course as needed
• Embracing a culture of continuous learning and improvement

3. Diverse and Inclusive:

• A diverse range of skills, expertise, and perspectives
• Inclusive culture that values and leverages differences
• Encouraging innovation and creativity through diverse thinking

4. Collaborative and Connected:

• Team members work together towards a common goal
• Shared ownership and accountability
• Leveraging technology to facilitate collaboration and communication

5. Future-Focused:

• Anticipating and preparing for future challenges and opportunities
• Embracing emerging trends and technologies
• Fostering a culture of innovation and experimentation

6. Empowered and Autonomous:

• Team members are empowered to make decisions and take ownership
• Autonomy to work independently and make choices
• Accountability for results and outcomes

7. Continuous Learning and Development:

• Commitment to ongoing learning and development
• Regular feedback and reflection
• Opportunities for growth and skill-building

8. Results-Oriented and Impact-Driven:

• Focus on achieving results and outcomes that drive business impact
• Measuring progress and tracking success
• Adjusting course as needed to achieve goals

9. Positive and Resilient:

• Positive and supportive team culture
• Encouraging and motivating each other
• Building resilience and coping with adversity

10. Digital Literacy:

• Proficiency in using digital tools and technologies
• Leveraging data and analytics to inform decision-making
• Staying up-to-date with the latest digital trends and innovations

By incorporating these elements, high-performing teams can not only achieve remarkable results but also build the capabilities and resilience needed to thrive in a rapidly changing world.

(source: https://leading-resources.com)

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Part 4: RACI Table for HRBP, HREP, and COE

03 Feb 2026, Singapore: With reference to my previous article Part 1 HR Partner Competency Model, Part 2 Evolution of HR Partner competency Model and Part 3 Job Description & Competencies for HRBP, HREP, & COE - I will be using the RACI table to differential HRBP, HREP, and COE area of accountability.

A RACI table is a project management tool used to define and clarify roles and responsibilities for tasks or deliverables, ensuring accountability and preventing communication gaps. It maps out who is Responsible (does the work), Accountable (owns the result), Consulted (provides input), and Informed (receives updates). 

RACI table: HRBP vs HREP vs COE

Legend:

• R = Responsible (does the work)
• A = Accountable (owns final decision)
• C = Consulted (provides input)
• I = Informed (kept aware)

1) Strategic Workforce & Business Topics

Activity	HRBP	HREP	COE
Workforce strategy & planning	A/R	I	C
Org design & restructuring	A/R	I	C
Succession planning	A/R	I	C
Talent review (9-box, HiPo)	A/R	I	C
Leadership coaching	R	I	C
Business change management	A/R	I	C

HRBP is strategic owner.

2) Talent & People Processes

Activity	HRBP	HREP	COE
Hiring strategy & workforce demand	A/R	I	C
Recruitment execution	C	R	A (policy/process)
Performance management framework	C	I	A/R
Annual performance cycle execution	R	C	A
Learning needs analysis	C	I	A/R
Leadership development programs	C	I	A/R

COE designs; HRBP applies in business; HREP executes locally.

3) Employee Relations & Compliance

Activity	HRBP	HREP	COE
Disciplinary & grievance cases	C	A/R	C
Investigations	C	A/R	C
Labor law compliance	I	R	A
Union / works council relations	C	R	A
Policy interpretation	C	R	A

HREP is front-line case handler; COE owns policy/legal interpretation.

4) Rewards & Compensation

Activity	HRBP	HREP	COE
Compensation strategy	C	I	A/R
Annual merit / bonus planning	R	C	A
Salary benchmarking	C	I	A/R
Job architecture / grading	C	I	A/R
Benefits design	I	R (admin)	A

COE owns design; HRBP manages business alignment.

5) Employee Lifecycle & HR Operations

Activity	HRBP	HREP	COE
Onboarding & offboarding	I	A/R	C
Employee queries & case management	I	A/R	C
Payroll & benefits administration	I	R	A (policy)
HR systems & data management	I	R	A
HR analytics & reporting	C	R	A

HREP is employee-facing service delivery.

 6) Culture, DEI, Engagement

Activity	HRBP	HREP	COE
Culture & engagement strategy	C	I	A/R
Engagement survey design	I	I	A/R
Engagement action plans	R	C	A
DEI framework & policy	I	I	A/R

COE designs frameworks; HRBP drives business adoption.

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Part 3: Job Description & Competencies for HRBP, HREP, and COE

03 Feb 2026, Singapore: With reference to my previous article Part 2: Evolution of HR Partner Competency Model and Part 1: HR Partner Competency Model, listed below are the potential job description for the respective HRBP, HREP, and COE.

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1) HRBP – Human Resources Business Partner

Role Type: Strategic Partner (Business-facing)

Typical Titles: HRBP, People Partner, Strategic HR Partner, HR Director/VP (Business)

Role Purpose

To partner business leaders to drive workforce strategy, organizational effectiveness, leadership capability, and culture, ensuring people strategies directly enable business outcomes.

Key Responsibilities

A. Strategic Workforce & Organization

• Partner business leaders on workforce planning, capacity modeling, and future skills needs
• Lead organizational design, restructuring, and change initiatives
• Translating business strategy into people and talent priorities

B. Talent & Leadership

• Lead succession planning and talent reviews
• Coach leaders on performance, leadership effectiveness, and employee engagement
• Partner on critical talent acquisition and retention strategies

C. Performance & Culture

• Drive performance management processes and outcomes
• Support culture transformation and engagement action plans
• Act as a change agent during mergers, restructures, digital transformations

D. Governance & Risk

• Ensure people practices align with corporate policies and local regulations
• Escalate complex ER matters and risk issues

Typical KPIs

• Business unit engagement scores
• Leadership bench strength & succession coverage
• Voluntary attrition (critical talent)
• Workforce productivity metrics
• Talent pipeline health

HRBP Competency Framework

Technical / Functional

• Strategic workforce planning
• Organization design & change management
• Talent management & succession
• Business acumen & financial literacy
• Labor law & ER fundamentals
• HR analytics & data-driven decision-making

Behavioral

• Strategic thinking
• Stakeholder influencing & consulting skills
• Executive presence
• Change leadership
• Coaching and facilitation

Leadership (for Senior HRBP)

• Enterprise mindset
• Courageous conversations
• Systems thinking
• Talent stewardship
• Ethical leadership

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2) HREP – Human Resources Employee Partner / HR Advisor

Role Type: Operational Partner (Employee & Manager-facing)

Typical Titles: HR Employee Partner, HR Advisor, People Advisor, HR Generalist

Role Purpose

To provide front-line HR advisory and operational support to employees and managers, ensuring policies are applied consistently and employee issues are managed effectively.

Key Responsibilities

A. Employee Relations & Case Management

• Handle grievances, disciplinary actions, investigations
• Provide guidance on policy interpretation and compliance
• Manage performance improvement plans (PIPs) and termination processes

B. Employee Lifecycle

• Onboarding, transfers, promotions, exits
• Support managers on employee lifecycle processes
• Coordinate with payroll, benefits, and HR systems

C. HR Advisory

• First-line advisory for managers on people issues
• Educate employees on policies and programs
• Support local engagement and well-being initiatives

D. Compliance & Documentation

• Maintain employee records and case documentation
• Ensure adherence to labor laws and corporate governance

 Typical KPIs

• Case resolution cycle time
• Employee satisfaction with HR services
• Compliance audit results
• Policy adherence metrics
• Manager satisfaction scores

HREP Competency Framework

Technical / Functional

• Employee relations & investigations
• Local labor law knowledge
• HR policies and procedures
• HR systems (Workday, SAP SuccessFactors, Oracle)
• Documentation & case management

Behavioral

• Empathy and interpersonal skills
• Conflict management
• Attention to detail
• Professional judgment and confidentiality
• Service orientation

Professional Maturity

• Ethical decision-making
• Risk awareness
• Stakeholder management at manager/supervisor level

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3) COE – HR Center of Excellence Specialist

Role Type: Functional Expert / Policy Owner

Typical Titles: Talent COE Lead, Rewards Specialist, Learning COE, Org Design Expert

Role Purpose

To design enterprise-wide HR frameworks, policies, tools, and programs and provide deep expertise to HRBPs and HREPs.

Key Responsibilities

A. Framework & Policy Design

• Develop global HR policies, frameworks, and standards
• Design talent, rewards, learning, and OD methodologies
• Ensure governance and global consistency

B. Program Development

• Design leadership development programs
• Build performance management systems
• Develop compensation structures and job architecture

C. Advisory & Governance

• Provide expert consultation to HRBPs and HREPs
• Monitor compliance and effectiveness of HR programs
• Conduct benchmarking and external market analysis

D. Innovation & Analytics

• Research emerging HR trends and best practices
• Build people analytics frameworks and dashboards
• Drive digital HR transformation and tools

Typical KPIs

• Adoption rate of HR frameworks
• Program effectiveness metrics
• External benchmark positioning
• Audit and governance outcomes
• Stakeholder satisfaction (HRBP feedback)

COE Competency Framework

Technical / Functional

• Deep domain expertise (Talent, Rewards, OD, Learning, ER, etc.)
• Policy design & governance
• Market benchmarking & analytics
• HR technology & digital tools
• Research and thought leadership

Behavioral

• Systems thinking
• Analytical and conceptual skills
• Consulting and influencing
• Stakeholder education & facilitation

Enterprise Leadership

• Global mindset
• Innovation and continuous improvement
• Governance and risk stewardship
• Thought leadership in HR domain

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Comparative Capability Depth (Consulting View)

Capability	HRBP	HREP	COE
Business Strategy	⭐⭐⭐⭐⭐	⭐	⭐⭐
Employee Relations	⭐⭐	⭐⭐⭐⭐⭐	⭐⭐⭐
Policy Design	⭐	⭐	⭐⭐⭐⭐⭐
Change Management	⭐⭐⭐⭐	⭐⭐	⭐⭐⭐
Data & Analytics	⭐⭐⭐	⭐⭐	⭐⭐⭐⭐
Stakeholder Influence	⭐⭐⭐⭐⭐	⭐⭐⭐	⭐⭐⭐⭐

 Career Progression Path (Typical MNC)

• HREP → HRBP → HR Director / CHRO or
• HREP → COE Specialist → COE Lead / Global HR Expert

Executive Governance Principle Many companies codify this competency separation:

• HRBP = Strategic Consultant
• HREP = Employee Advocate & Operational Advisor
• COE = Architect & Policy Authority

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Part 2: Evolution of HR Partner Competency Model

31 Jan 2026, Singapore: Nothing remains permanent; the HR Partner Competency Model that we know is evolving. In my previous article, Part 1: HR Partner Competency Model, I shared a generic HR Partner (HRP) competency model. In this article, we will dive into two types of HRP and their different roles (e.g., focusing on strategic and operational )

Source: https://offices.austincc.edu/human-resources/hr-business-partners/

The Evolution of HR Partnering: From Traditional HR Partner to (i) HR Business Partner (aka HR Executive Partner), and (ii) HR Employee Partner (aka HR Employee Relations).

The traditional HR Partner (HRP) function has undergone significant transformations over the years. The conventional HRP role has given way to more strategic and operational partnering models, namely the HR Business Partner (HRBP) and HR Employee Partner (HREP). In this article, we'll explore the evolution of HR partnering and how organizations can transition into these roles.

The Traditional HRP Role

Historically, HRP roles were focused on partnering with business leaders and HR Centers of Excellence (CoEs). While these tasks are still essential, they don't drive business outcomes or support strategic decision-making.

The Rise of HR Business Partnering

The HRBP model emerged as a response to the need for more strategic HR support. HRBPs work closely with business leaders to drive business outcomes, improve organizational performance, and develop talent. They focus on:

• Strategic HR Partnering: Providing strategic HR advice to business leaders.
• Business Acumen: Understanding the business and its operations.
• Talent Management: Developing and implementing talent management strategies.
• Change Management: Supporting organizational change and transformation.

The Role of HR Employee Partner

The HREP role focuses on operational HR support, ensuring effective delivery of HR services and supporting employees and managers. HREPs:

• Provide HR Support: Deliver HR services, such as recruitment, benefits, and employee relations.
• Ensure Compliance: Manage compliance and risk management.
• Foster Employee and Functional Manager Engagement: Develop and implement employee engagement and retention strategies.

Transitioning to HRBP and HREP Roles

To transition into HRBP and HREP roles, organizations should:

• Develop Business Acumen: Provide training and development opportunities to build business acumen and strategic thinking skills
• Focus on Operational Excellence: Streamline HR processes and improve operational efficiency
• Build Partnerships: Foster strong relationships between HR and business leaders
• Develop Talent: Identify and develop talent within the HR function to fill HRBP and HREP roles

Benefits of the HRBP and HREP Model

The HRBP and HREP model offers numerous benefits, including:

• Improved Business Outcomes: HRBPs drive business outcomes through strategic HR initiatives
• Enhanced Employee Experience: HREPs ensure the effective delivery of HR services and support employees and managers
• Increased Efficiency: Streamlined HR processes and improved operational efficiency

Challenges between HRBP and HREP:

While the HRBP and HREP model offers numerous benefits, there are also challenges to consider:

1. Role Clarity: One of the primary challenges is ensuring clear role definitions and responsibilities between HRBPs and HREPs. Without clear boundaries, there can be confusion and overlap between the two roles.
2. Different Priorities: HRBPs focus on strategic initiatives, while HREPs focus on operational HR support. This can lead to different priorities and potential conflicts between the two roles.
3. Communication Breakdown: Effective communication between HRBPs and HREPs is crucial. However, communication breakdowns can occur if the two roles don't work together seamlessly.
4. Talent Management: Attracting and retaining top talent for both HRBP and HREP roles can be challenging, especially if the organization doesn't have a clear career path for HR professionals.
5. Measuring Success: Measuring the success of HRBPs and HREPs can be challenging, especially if the organization doesn't have clear metrics or benchmarks in place.

Overcoming Challenges:

To overcome these challenges, organizations can:

Establish Clear Roles and Responsibilities: Define clear roles and responsibilities for HRBPs and HREPs to avoid confusion and overlap.

1. Foster Collaboration: Encourage collaboration and communication between HRBPs and HREPs to ensure alignment and effective support.
2. Develop Talent: Develop talent within the HR function to fill HRBP and HREP roles, and provide opportunities for growth and development.
3. Establish Metrics: Establish clear metrics and benchmarks to measure the success of HRBPs and HREPs.
4. Provide Training and Support: Training and support for HRBPs and HREPs to ensure they have the skills and expertise to excel in their roles.

In conclusion, the evolution of HR partnering has led to the development of HRBP and HREP roles. By understanding the (i) challenges and (ii) differences between these roles and by taking steps to overcome them and transitioning into these roles, organizations can drive business outcomes, improve employee experience, and increase efficiency in enterprise people services.

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