Suxian Woo, part of the Transformation & Culture team at the National University of Singapore, leads HR initiatives focused on digital solutions and inclusive practices. In this interview, she explains how workplace systems can improve both efficiency and human experience, drawing from her recent efforts and received recognitions.

Could you introduce yourself in your own words—your background, what you do now, and what you’re passionate about in your role?

Hello! I’m Suxian, part of the Transformation & Culture team at the National University of Singapore. I lead and support strategic HR projects aligned with overarching people strategy, particularly in the Productivity space. Over my career, I’ve led transformation and organisational redesign projects on both a local and regional scale, championed digitalisation and automation, and even picked up a few awards along the way! The beginning of my journey into HR was anything but conventional: I started with a First-Class Honours in Philosophy from Nanyang Technological University, then found myself drawn to the world of people and culture after an amazing internship with Marriott International in the HR Operations (APEC) team.

What gets me out of bed? The chance to blend analytics, empathy, and a dash of creative problem-solving to make work more human and meaningful for everyone.

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Your entry into HR from a Philosophy background is a unique one. How did that transition shape your approach to navigating complex organisational change?

Philosophy taught me to question assumptions, embrace ambiguity, and form clarity from complexity—all skills that translate beautifully to HR, especially during change. When leading transformation, I approach every challenge as a puzzle: What are the underlying beliefs and assumptions? Whose voices aren’t being heard? Why embark on this change in the first place? This mindset helps me design change strategies that are both logical and deeply empathetic, ensuring we address both the “what” and the “why” behind every change initiative.

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You’ve led transformation efforts in both large organisations and SMEs. What are some of the most striking differences in how change is received or managed across those environments?

In larger organisations, change can feel like steering a giant ship—there’s inertia, but also the power of scale once momentum builds. Communication needs to be multi-layered and stakeholder management is an art form. In SMEs, change is nimble and personal. Feedback is immediate, and you see impact right away, but resources are tighter and every voice carries more weight.

Both settings taught me that trust and transparency are universal building blocks that form the foundation of successful transformation.

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You mentioned digitalisation and automation initiatives. What have been the most important lessons you’ve learned about balancing tech adoption with the human experience at work?

The biggest lesson? Tech should serve people, not the other way around.

When we digitalised pre-hiring processes at my current organisation, estimated annual impact hours savings were significant—but the real win was freeing up time to enhance and humanise our hiring and candidate experience, impacting over 2,000 candidates annually. I’ve learned to always involve end-users early, gather feedback, and measure success not just by efficiency, but by how supported and empowered people feel throughout the process.

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You’ve helped guide teams through pandemic-era transitions and global uncertainty. What strategies helped build trust and maintain morale during those particularly difficult times?

During COVID-19, my mantra was “communicate early, often, and honestly.” We held regular town halls, acknowledged uncertainty, and created safe, smaller spaces for staff to ask tough questions. I also championed small, visible gestures—like virtual wellness sessions, tailored bonding initiatives aimed at authentic sharing, and small care packages delivered to staff’s doorsteps—to show genuine care to staff. Trust was built not just through policies, but by being present as an HR professional—listening deeply, and acting on feedback, even when answers weren’t easy.

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What role do small wins and psychological safety play in long-term culture change—and how can HR leaders intentionally cultivate both, especially in sceptical or fatigued teams?

Small wins are the fuel that keeps the engine of change running. They build confidence and momentum, especially when teams are tired or sceptical. Psychological safety is the foundation—when people feel safe to speak up, innovate, and even fail, real transformation happens. I foster both by celebrating progress with our stakeholders (no matter how minor), spotlighting team member contributions, and openly sharing lessons learned from setbacks. It’s about creating a culture where trying is valued as much as succeeding.

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You’ve likely had to manage some resistance to change. Can you share a moment where you turned a critic into a champion—and what made that shift possible?

Absolutely! When we announced a new digitalisation initiative, one manager voiced strong concerns and to “tread carefully,” convinced that nobody would be willing to give up the manual Microsoft Word forms that they had been using for so long, in exchange for a system solution. Instead of pushing back, we invited her to share her insights during one-to-one sharing with the team and walked through the new solution with her. We even got her involved in the User Acceptance Testing (UAT) stage. Her insights and experience actually improved the solution and eventually transformed her from critic to advocate. The turning point was genuine inclusion—giving her ownership and listening, not just convincing.

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Throughout your career, have you received any awards, recognitions, or special milestones you’d be willing to share? What did those honours mean to you personally or professionally?

I’m grateful to have received the NUS OHR Employee of the Year 2023 and the NUS L&D Learning Champion Award 2024, as well as been awarded the prestigious Master of Science scholarship from NUS Business School. These recognitions are humbling reminders that impact is noticed, and they motivate me to keep pushing for positive change for the people whose work lives we touch every day.

Moreover, these recognitions drive me to keep learning and upgrading my HR skill sets as well—I’m happy to share that I will be embarking on a Master of Science in Human Capital Management and Analytics starting January 2026! Analytics insights are the bedrock of most HR decisions, hence the decision to explore this area further.

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Many of your efforts point to people-first transformation. How do you advocate for human-centric approaches in environments that may prioritise metrics or speed over culture?

People-centricity is always key—after all, happier employees usually mean better performance and retention. I find it helpful to use a combination of data and experiences to tell stories—combining metrics with real employee feedback and case studies, spotlighting these employee stories and testaments as well. It’s about proving that culture isn’t a “nice-to-have”—it’s a strategic advantage.

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Lastly, what advice would you give to early-career HR professionals (or those coming from non-traditional backgrounds) who want to drive meaningful change in their organisations?

Embrace your unique perspective, and what your background brings to the table! Don’t be afraid to ask “why,” challenge the status quo, and seek out allies who share your vision. Start small: pilot new ideas, celebrate early wins, and always listen more than you speak. Stay curious, stay human, and never underestimate the ripple effect of one person’s efforts and ideas to make work better for all.

For early-career HR professionals, maintaining your lifelong learning journey is key—undergoing professionally recognised certifications, or even bite-sized courses, can all provide important perspective and legislative knowledge that can be applied to your HR work!

Most importantly, remember that HR is not just about policies—it’s about Being Human.

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If you were to write your bio in your own words, what would you say?

I’m Suxian Woo, and my career has been a journey of connecting the dots between people, purpose, and progress. With roots in Philosophy from Nanyang Technological University and a passion for decoding what makes people and organisations tick, I now lead and support transformation and culture initiatives in the Transformation & Culture team at the National University of Singapore.

My day-to-day involves everything from rolling out digital HR solutions to championing inclusive practices for our 18,000-strong community. What excites me most is the opportunity to blend data-driven insights with genuine human connection—crafting strategies that not only move the needle for the organisation, but also make work more meaningful for every individual. At my core, I’m driven by curiosity, creativity, and the belief that HR is at its best when it enables the best in people.

I’m honoured to have received several recognitions along the way, including the NUS Employee of the Year (2023) and Learning Champion Award (2024). Representing NUS at SAP SuccessConnect 2024 in Lisbon was a career highlight, giving me the chance to share our transformation journey with like-minded HR practitioners and understand other organisational best practices on a global platform. Most recently, I was awarded the NUS Business School Master of Science scholarship for Human Capital Management & Analytics, an achievement that fuels my mission to bridge the gap between data and humanity in the workplace.

What drives me is the belief that HR is about more than policies or metrics—it’s about creating environments where people can do their best work and feel seen, heard, and valued. Whether I’m moonlighting as a night-class student or leading change by day, I’m committed to lifelong learning, authentic leadership, and building workplaces that are as innovative as they are inclusive.

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Link

Connect with Suxian Woo via LinkedIn.

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Welcome to Humane HR Talk, where we present insightful interviews with HR industry experts and thought leaders in related fields sharing their strategies, perspectives, and visions for creating more human-centric workplaces. Through these discussions, you’ll gain practical tips and fresh inspiration to transform your HR practices, to foster inclusive, thriving cultures, and to help in your own journey in the evolving world of work.

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