Elizabeth Shiney Abraham

From Building Global Capability Centres to Driving Transformational HR

Head Of Human Resources

Global MNC

Some leaders build teams; others build organisations. Elizabeth Shiney Abraham does both. With a career spanning 20+ years across multinational giants in IT, supply chain, maritime, telecom, and HR consulting, she has shaped HR strategies across continents, including Europe, the UK, the US, Singapore, Malaysia, India, and the Middle East, and has also built businesses from the ground up. Elizabeth’s expertise in driving large-scale transformation, executing M&As, and scaling organisations has been proven time and again. Most notably, she played a pivotal role in setting up two Global Capability Centres (GCCs) from the ground up. It’s this ability to blend vision with execution and strategy with empathy that sets Elizabeth apart in the ever-evolving world of HR. Elizabeth’s journey into HR wasn’t planned but was an organic, instinctive transition, fuelled by her passion for connecting with people. A stint at one of the finest HR consulting firms early in her career helped her recognise her innate ability to understand, engage, and empower talent. From recruitment and performance management to leading complex organisational transitions, every step in her career has been about building something bigger than herself— high-performing cultures that drive business success. In her own words, “HR is not a support function; it is a business enabler, a force that shapes culture, fuels growth, and empowers people to thrive.” And as the workforce landscape continues to evolve, she remains at the forefront by setting new benchmarks, breaking barriers, and redefining what it means to be a true HR leader. Speaking with TradeFlock, she discusses more about the industry and her work.

Employees are always concerned about what will happen to their roles, so keeping them informed at every stage builds trust

From your M&A experience, what are the biggest takeaways, and how do you support employees through the transition?

The biggest lesson I’ve learnt is that transparent communication is everything. Employees are always concerned about what will happen to their roles, so keeping them informed at every stage builds trust. Clarity and honesty in messaging prevent unnecessary anxiety and speculation. Another crucial aspect is integrating teams thoughtfully, fostering an inclusive work culture, and enabling seamless collaboration across the organisation. Talent retention is a key focus, ensuring that we keep the best people engaged and motivated. Compensation and benefits alignment is also critical. Any merger or acquisition should be managed in a way that ensures no adverse impact on employee morale. Legal compliance must be a top priority, as overlooking it can backfire and create major disruptions.

What challenges come with managing Gen Z, and how should HR adapt?

One challenge I see with managing Gen Z is blending them into a multigenerational workforce. Different generations have different expectations, so I focus on structured programmes— mentorship, leadership roundtables, and open discussions—to build mutual understanding. Technology is another big one. Gen Z thrives on AI-driven hiring, real-time feedback, and gamified learning, so I make sure HR processes evolve with them. Even employer branding needs a shift—Instagram and Snapchat matter more than traditional job boards. At the core, they want flexibility, inclusivity, and purposedriven work, and I believe organisations must align with these values to truly engage them.

What cultural initiatives have had a lasting impact on your organisation?

Compensation and financial well-being matter the most to employees. I successfully implemented a structured, cost-efficient compensation framework that increased employees’ net salaries by nearly 10-15%—without additional cost to the company. This move significantly improved financial security and job satisfaction, reinforcing the company’s commitment to its people. Another initiative that stands out was during my tenure at a previous organisation. When Chennai was hit by devastating floods, we provided financial aid equivalent to one month’s salary to affected employees. This helped them rebuild their homes and reaffirmed our dedication to employee welfare.

How do you spot and develop future leaders in an organisation?

I’ve always believed the best leaders grow from within. It starts with spotting people who take initiative, think ahead, and naturally inspire those around them. Once you find them, the real work begins—giving them stretch assignments, leadership training, and realworld challenges to test and refine their skills. Fast-tracking high-potential employees not only builds a strong leadership pipeline but also boosts morale across the organisation. Certainly, hiring externally is an option, but nothing beats a leader who truly understands the company’s culture and can set an example for others.

How is HR evolving, and what’s your advice for future HR leaders?

HR has become a strategic driver of business success, shaping organisational culture, talent strategy, and diversity, equity, and inclusion (DEI). Yet, many still perceive it as a support function. That perspective needs to shift because HR is at the core of business transformation. For future HR leaders, the message is clear: embrace change, take charge, and stay ahead of the curve. The rapid evolution of industries demands agility and foresight. Change may feel disruptive, but it is also where the greatest opportunities lie. Leverage technology, strengthen relationships across the organisation, and master data-driven decision-making. The most effective HR leaders do not wait for change; they drive it. Above all, stay resilient. With a people-first approach, HR can redefine the future of work.