Through many lenses: WS Audiology’s HR leader on redefining commitment in APAC

Commitment in APAC workplaces hasn’t disappeared, but it no longer fits a single definition. Loyalty, flexibility, and progression all depend on the lens through which employees see their work: generational, cultural, functional, career stage, or personal values.

For HR, the challenge is to keep those lenses in focus without losing fairness or consistency. Leaders must design systems broad enough to accommodate differences, yet precise enough to ensure accountability and performance.

That balancing act is what keeps people engaged, loyal, and growing in diverse workforces throughout the Asia-Pacific region.

With teams spread across manufacturing plants, research hubs, and commercial offices, Jane Tham, head of HR, APAC at WS Audiology, sees first-hand how employees interpret the same policies in vastly different ways.

That vantage point makes her well-placed to explain why HR must approach engagement and loyalty through many lenses.

Generational lens: purpose over hours

Commitment remains alive in workplaces across the region, but it is expressed differently among different generations.

“Commitment is still very much valued... But the way people express it today is far more diverse. I see commitment as something that flows naturally from having a strong personal purpose. When people know why they do what they do, the dedication tends to follow, regardless of generation.”

According to Tham, younger employees often signal commitment by seeking projects that match their values or social purpose. They are more vocal about asking for alignment between their work and their lives.

By contrast, older generations may still measure loyalty through consistency and time spent in one organisation.

For HR, Tham said that the implication is twofold: help younger employees connect daily work to purpose, while also recognising the quieter but equally valuable forms of loyalty shown by more senior colleagues. Both perspectives can be valid expressions of commitment.

Cultural lens: fairness across borders

Commitment also looks different across APAC’s cultural contexts, making localisation vital.

“In Japan, for instance, there’s a deep respect for work norms and hierarchy, and commitment often shows up through discipline and consistency. In India, we sometimes see more fluidity... People may accept a role while continuing to explore other options, especially in a buoyant job market.”

This variation has direct consequences for HR. A rigid, hierarchy-based framework that works in Japan may alienate Indian employees, who expect greater career mobility and opportunities to shift roles quickly.

For Tham, the key is designing frameworks that preserve fairness across borders but allow local adaptation.

For multinational HR teams, this means establishing common principles, such as merit-based progression, while allowing local execution to reflect regional expectations.

Functional lens: flexibility means different things

Flexibility is one of the most contentious topics for HR, and it manifests differently across functions, Tham explained.

Office staff often ask for hybrid or remote options, while factory teams define flexibility as stability.

“Younger generations are more comfortable voicing their expectations around flexible work… In contrast, older generations may still feel hesitant to ask for flexibility.”

“As HR, our role is to create systems that support this wide range of needs while maintaining fairness and accountability.”

She adds: “Ultimately, it’s about enabling mature, empathetic leadership… Flexibility becomes a shared responsibility, not just a benefit, but a way of working that builds trust and drives performance.”

She points out that the risk is designing policies that privilege white-collar teams while neglecting frontline staff.

The solution is to tailor benefits and expectations while clearly explaining the rationale, so that fairness is perceived, even when flexibility takes different forms.

Frontline lens: predictability over location

Tham observes that for many frontline employees, flexibility isn’t about working from home at all; it's about predictability and peace of mind.

“We’ve learned that flexibility doesn’t always mean working from home. For many of our frontline colleagues, flexibility is really about mental clarity... Being able to clock in, do their work, and go home without stress hanging over them. To them, that’s a true form of freedom.”

For senior staff, flexibility evolves again. “As people advance in seniority, their compensation grows, but so does the weight they carry. For them, flexibility means having clear boundaries and predictable schedules.”

This is why WSA uses shared core hours across functions, Tham said.

“Our guiding principle is simple: allow people to thrive.” That principle balances frontline needs for stability with professional teams’ desire for autonomy.

Career stage lens: early talent vs leadership tracks

Career stage shapes how employees experience commitment. She notes that, in her experience, interns and early hires want real work immediately, while experienced staff may seek stability and recognition.

“They want to contribute meaningfully from day one… and in turn, we look at their agility, problem-solving, and readiness for real-world challenges. To support this, we onboard interns almost like full-time employees.”

“Our Young Talent Program runs twice a year and spans six months. [We have] structured workshops, engagement activities, and a final showcase where interns can present their achievements.”

Meanwhile, at the other end of the spectrum, progression models are shifting for senior roles.

“We’ve recognized that if someone has the right attitude, is open to learning, and receives the right support, they can grow into leadership much faster… They expect opportunities that reflect capability, not just tenure.”

For HR, the challenge is to design frameworks that reward capability without alienating those who prefer steadier progression. Transparency in promotion decisions is now an expectation, not a luxury.

Personal values lens: loyalty redefined

For Tham, employees across APAC want HR to recognise loyalty differently. It is no longer measured by years alone, but by whether employees feel engaged and respected.

“Loyalty today is much more multifaceted and personal. It’s no longer just about staying in one job for years or clocking fixed hours. It’s about whether people feel engaged, valued, and challenged in the right ways.”

Tham uses a restaurant metaphor: “It’s like running a restaurant... You can’t just offer a set meal. You need an à la carte menu that meets people where they are in life.”

For HR, this means developing benefits and career options that reflect diverse values: from health benefits to wellness perks to tailored career pacing.

The real test of loyalty is whether employees choose to stay because they feel understood.

Listening lens: the 'why' behind feedback

Policies can only reflect reality if HR listens effectively. But mass surveys and town halls are not enough.

“In HR, we do a lot of listening, through town halls, surveys, and large-scale networking sessions. But those platforms are often broad-stroke and one-way.”

“So, we pair those with smaller formats. Focus groups, skip-level conversations, or targeted interviews… One group might prioritize gym memberships, while another prefers healthcare. These nuanced insights help us design more relevant and inclusive programmes,” she says.

“Ultimately, listening isn’t just about collecting feedback, it’s about understanding the why behind it.”

For Tham, HR leaders who rely only on aggregated survey data risk missing the differences that matter. Smaller forums ensure that policies are inclusive and relevant, rather than generic.

Leadership lens: empathy as the enabler

Across all these lenses, leadership maturity is the common thread. Without empathetic leaders, policies break down in application.

Tham emphasises that flexibility and loyalty systems only work when managers model them.

Empathy is not a soft skill but a compliance safeguard: ensuring fairness, avoiding perceptions of bias, and protecting against disengagement.

HR’s role is to equip leaders with training and frameworks that let them manage diverse expectations without inconsistency.

From bias awareness to coaching skills, leaders must act as interpreters of policy through the many lenses employees bring to work.

Organisational lens: internal mobility as glue

Perhaps the most overlooked lens is internal mobility. Done right, it keeps employees loyal without stagnation, Tham says.

“I strongly believe that cultivating a healthy internal mobility culture is key… We want people to feel empowered to grow, pivot, or take on new challenges, without feeling like they need to leave the company.”

“I’ve even seen cases where people raise their hands and say, ‘I’d like to take a step back. Can we bring in someone else to lead while I support in a different capacity?’ That, to me, is real maturity, and it’s something we should enable, not resist.”

Internal mobility saves recruitment costs and retains knowledge, while giving employees choices at different life stages.

For HR, the challenge is to make it systematic and fair.

'Cohesion through shared values'

The risk of ignoring these lenses is clear: disengagement, mistrust, and churn.

The opportunity is equally obvious: systems that balance fairness with individuality can generate loyalty and commitment that endure.

As Tham puts it: “When we do HR well, we create cohesion through shared values, not identical journeys.”