For someone who says they “stumbled into HR,” Thivi’s journey doesn’t sound accidental at all—it sounds intentional, human, and built on a simple belief: people want clarity, recognition, and purpose. Not surprises. He’s spent nearly 30 years moving across Malaysia, Singapore, the USA, China, Taiwan and industries like semiconductors and FMCG, and at the heart of all those experiences sits one recurring challenge—trust amid change.
Across borders and business models, he learned something critical early on: HR doesn’t work in isolation. “The unique lesson? HR’s last mile is run by line-managers. We must listen deeply, communicate routinely, adapt quickly, and simplify processes for frictionless execution.” This philosophy stayed with him across continents, boardrooms, and now in advisory roles.
Culture, Change and the Power of Simplicity
When asked about culture transformation, he didn’t talk about slogans or posters. He said, “Culture change must support evolving business models, not just decorate them.” For him, HR is at its best when it removes friction, not adds to it. “I believe in simplifying HR practices to make them human-centred and scalable. The balance lies in designing systems that are simpler, clear, consistent… —where people feel seen, not processed. Engaging those impacted early on in the designing of the process helps.”
That belief later turned into a book—Applied HR: Sense & Simplicity. “Applied HR: Sense & Simplicity was born from decades of field notes—lessons learned the hard way. Writing helped me distil complexity into clarity. It’s not a textbook; it’s a companion or reference book for practitioners navigating the messy, beautiful reality of managing people.”
And when change hits hard—restructuring, mergers and acquisitions—he’s clear about where things go wrong. “During M&A and restructuring, the biggest pitfall is neglecting the emotional impact. People fear ambiguity. The antidote is transparent communication, empathetic leadership, and visible action.”
Reward, Leadership and the Human Side of HR
Performance, rewards, and leadership—he keeps it simple: “When the business wins, employees should too; HR must bring clarity in line-of-sight between their action and business results.” For him, recognition goes way beyond bonuses. “Recognition isn’t just monetary—it’s about visibility, growth, and trust. Leaders must model fairness and celebrate milestones, not just the final destination.”
After decades in HR, he believes the most undervalued contribution of HR is something many still struggle to measure. “HR’s most undervalued contribution is its ability to shape culture as a strategic asset.” What’s overdone instead? “Over-engineered policies that lose sight of people. True impact comes from aligning HR with business rhythm, while keeping people engaged.”
And for those in mid-career dreaming of leadership roles, his advice is practical and human. “Mid-career HR professionals must cultivate business fluency, emotional intelligence, and storytelling skills. These skills help connect with leaders, to ask better questions and to build trust. Will help to foresee and address biz pain areas; Able to translate strategy into people practices that matter.”
Judging the Future of HR at the 2025 HR Stars Awards Singapore
This year, he brings that same lens of simplicity and human-centred impact as a judge for the 2025 HR Stars Awards in Singapore. What stands out to him in award entries isn’t just numbers. “Beyond metrics, I look for authenticity, innovation with heart, and simple interventions that ripples beyond HR. The best entries show how people practices elevate both business outcomes and human experience.”
With hybrid work, AI ethics, and constant transformation already reshaping HR, he’s leaving behind a legacy anchored in humanity. As he puts it, “The next generation will face hybrid work and AI ethics. But the core remains: build a trusting workplace, simplify complexity, and honour the human spirit at work by engaging them in the making of the eco-system that impacting them.”
