Agility, Not Hierarchy, says Chamil Prasad

When Chamil Prasad first stepped into the world of HR, transformation was just a buzzword. Over the years, he has seen companies rush to implement new policies, restructure teams, and chase the latest trends, all in the name of change. Yet, many miss the fundamental truth: real transformation isn’t about disruption alone; it’s about stability and progress moving together.

Chamil knows this better than most. His career is a testament to adaptability and foresight—from serving seven years in the Sri Lankan Army, where discipline and leadership were ingrained in him, to leading HR functions across LOLC Holdings, Browns Group, and international markets. Now overseeing HR and strategic projects in Pakistan’s food and beverage industry, his work spans continents, industries, and cultures.

Armed with an MBA from the Open University of Sri Lanka, a PQHRM certification, and a degree from Sabaragamuwa University, Chamil is now pursuing his doctorate, focusing on remote work and HR transformation—a topic he introduced long before it became a necessity. His insights cut through the noise, challenging traditional HR mindsets and pushing organizations toward a future that is both agile and sustainable.

But what exactly does transformation mean in today’s workplace? Is Sri Lanka’s HR landscape keeping up? And why is culture the backbone of every successful change?

Let’s dive in.

Culture First, Everything Else Second

If HR transformation were just about policies and procedures, every company would have perfected it by now. But true transformation begins long before new systems are implemented, it starts with culture.

“HR transformation has to start with culture,” Chamil asserts. “It’s about process, procedure, engagement, the way people connect, and the leadership style that drives it all.”

Too often, organizations attempt rapid overhauls without first understanding whether their culture aligns with their long-term business objectives. Chamil believes that before implementing change, HR leaders must ask the tough questions:

• Does the existing culture support the company’s mission and vision?
• Are the values truly embedded into daily operations, or are they just words on a wall?
• Are employees both seasoned professionals and new hires aligned with these values, or do they experience cultural friction?

This process isn’t a one-time initiative. “Culture is a continuous process,” he explains. “You need to understand how existing employees feel, how they communicate, and how they work within the system. At the same time, you have to ensure that new employees integrate seamlessly while respecting the core values that drive success.”

Sri Lanka’s HR Gap: The Reluctance to Evolve

Having worked in multiple countries, Chamil has seen first-hand how HR differs across regions. One of Sri Lanka’s biggest challenges? A reluctance to embrace technology and automation.

“Technology plays a vital role in modern HR, but Sri Lanka is still catching up,” he says. Work-from-home policies, digital productivity tracking, and flexible working structures, concepts that global organizations have adopted, are still met with resistance in many Sri Lankan companies.

Chamil recalls introducing remote work as early as 2017, long before it became a necessity. “Back then, senior management found it hard to accept. They questioned productivity and commitment. But today, we have countless tools that allow us to track performance, engagement, and output without micromanagement.”

The solution? Leadership mindset shifts and IT infrastructure development. “If Sri Lanka wants to stay competitive, organizations must prioritize automation and rethink the way work is done. Employees don’t need to be physically present to be productive, they need the right tools and trust.”

A Make-or-Break Factor

Chamil’s doctoral research focuses on remote work, and he states that companies that fail to adapt will struggle to attract top talent in the next decade.

If an organization isn’t agile and flexible, it will lose out,” he warns. “Ten years from now, companies that refuse to adjust will find it impossible to hire and retain quality employees”.

With multi-job professionals and freelancers becoming more common, companies need to create structures that accommodate modern work styles. Employees today value freedom, career development, and recognition, and rigid hierarchies no longer appeal to them.

In Sri Lanka, we still operate with traditional hierarchies. But future generations won’t tolerate that. They will demand team-based environments, job rotation, training, and promotions based on merit. If these aren’t offered, they will leave.

The bottom line? The workforce is changing, and HR needs to keep up.

Beyond Paychecks: The Future of Retention

Retaining employees is no longer about salary increments and bonuses. It’s about understanding what truly matters to them.

“Compensation strategies need to be agile,” Chamil says. “A fixed salary structure is outdated. Instead, companies should offer a base salary with dynamic performance-based incentives. But even that isn’t enough, you have to think beyond paychecks.”

To retain top talent, organizations must:

• Understand labor market trends—What are competitors offering? What do employees expect?
• Provide real career development—Training shouldn’t be a box-ticking exercise; it should align with employee aspirations.
• Recognize contributions meaningfully—Employees need to feel heard, valued, and part of something bigger.

HR Transformation: More Than Just New Policies

Many companies mistake HR transformation for policy changes and hiring sprees. Chamil disagrees.

“I’ve seen HR heads come in and start changing everything overnight. But transformation doesn’t happen by introducing new policies, increasing recruitment, or adding more benefits. It happens when companies fix fundamental issues first.”

The real magic happens when HR leaders:

🔹 Identify performance gaps and provide meaningful interventions
🔹 Create stability before implementing change
🔹 Build systems that support long-term talent development
🔹 Prioritize culture before rushing into transformation

“If you don’t address core problems, the same issues will resurface in a few months—even after launching multiple initiatives,” he explains. “Transformation isn’t about quick fixes. It’s about stability and progress moving together.”

Final Word: The HR Leaders of Tomorrow

Chamil’s advice for HR professionals?

• Be open-minded. HR is evolving, and leaders must adapt, learn, and embrace new trends.
• Understand business acumen. HR is no longer an isolated function, it’s at the heart of business strategy.
• Practice transformational leadership. The best HR leaders don’t just follow trends; they create opportunities for people to grow, align, and thrive.

“HR transformation isn’t about drastic changes, it’s about strategic, sustainable evolution,” he concludes. “If you want to build a company that attracts and retains the best talent, you need a foundation that is both stable and progressive.”

Because in the end, the future of HR isn’t about policies. It’s about people.