Changing The Perspective Of Workplaces In Asia
Thilan Perera
Country HR Lead / CHRO
Accenture
HR professionals play three key roles: storyteller, strategy interpreter, and strategic facilitator. Adding a powerful fourth element—empathy—Thilan Perera, Country HR Lead / CHRO at Accenture, believes that
“Empathy drives inclusive cultures where each individual is empowered to contribute, fostering both personal growth and organisational success.”
From steering the complex bifurcation of insurance companies in Sri Lanka to introducing forward-thinking wellness programs at Midas Safety during the height of the pandemic to introducing a wholistic compensation and rewards scheme at Accenture to support the employees during the Sri Lanka Economic crisis, Thilan’s career is marked by impactful HR initiatives that blend global strategies with local cultural sensitivities. His deep understanding of people and ability to adapt global HR frameworks to local contexts have set him apart as a leader. In his exclusive interview with TradeFlock, Thilan delves deeper into his journey, sharing insights into his past experiences, current successes, and the future he envisions for HR. His story teaches how empathy, when woven into HR leadership, can shape inclusive, thriving workplaces that fuel both individual and organisational excellence.
What key differences have you noticed in HR strategies between local and multinational companies?
Having worked across local and multinational companies, I’ve gained a unique perspective on how HR strategies can vary dramatically based on the organisation’s scope. While multinational businesses aim for cultural diversity, global talent sourcing, and expansive benefits like international assignments, local companies excel in understanding national culture, building strong local talent networks, and offering benefits that resonate with regional expectations. Employee relations also take different shapes—local companies often enjoy closer ties with labour authorities and create engagement strategies tailored to their cultural landscape. Ultimately, while the core principles remain constant, the execution is shaped by the company’s scale and global reach.
How do you balance global HR strategies with Sri Lanka's cultural and operational nuances?
A cross-cultural HR strategy is perhaps the easiest way to break down the “You Versus Us” mentality. Balancing global HR strategies in the dynamic cultural sphere of Sri Lanka has been both a challenge and an opportunity. However, with my deep understanding of Sri Lankan culture, including values like family, community, and respect for authority, I’ve adapted global strategies to fit local contexts. Instead of viewing the global strategy as rigid, I treat it as a flexible framework.
As an HR leader, how do you mentor the next generation while shaping a lasting legacy in the HR community?
“The true measure of leadership is not in what you accomplish, but in what you inspire others to achieve.”
This belief drives my approach to mentoring the next generation of HR professionals. I focus on empowering them to embrace adaptability, inclusivity, and innovation in the ever-evolving HR landscape. My mentorship emphasises the importance of creating workplaces that prioritise employee well-being, foster diversity, and build strong, trust-based relationships.
Can you share an example of HR initiatives directly impacting business outcomes?
I am blessed that my journey has been full of ups and downs because each gave me a lesson for life. However, one critical moment came when a new regulation required the bifurcation of composite insurance companies during my tenure at HNB Assurance. This was indeed a complex challenge, as it involved building a new company culture, talent pool, and HR policies—while all other companies were navigating the same regulation. As part of the leadership team, I took charge of driving HR initiatives to create a unique structure with dedicated support services for HR, Finance, and Administration. We focused on promoting high-performing internal employees into leadership roles, preserving the company’s culture and minimising external hiring. As a result, we became one of the first companies to comply with the regulations well ahead of schedule. Then I realised that,
“True leadership is about unlocking the potential of your people to turn challenges into opportunities.”
What are your strategies to address employee burnout or disengagement at Accenture?
At Accenture, we knew keeping our team engaged and energised was key to success, especially in a fast-paced environment. To combat burnout, we introduced a holistic wellness strategy that included access to wellness apps and a global EAP for employees and their family members. We embraced flexible work options, continuing hybrid work post-pandemic to maintain a healthy work-life balance and Self-paced learning also empowered employees to develop at their convenience.
