Future-proofing strategy

When Charuka Karunarathne talks about talent, there’s a spark in his eyes. For him, HR isn’t just about filling vacancies or ensuring people get paid on time, it’s about shaping the future of the company. As the Head of Talent Management at Central Finance Company PLC (CF), Charuka has pioneered an approach that every HR professional could learn from: planning not just for today, but for tomorrow.

“I have always believed that our people are the company,” Charuka begins, and it’s clear that this philosophy is at the heart of everything he does. “It’s not just about managing people anymore. We, in HR, are managing the company itself, because the company is its people”.

At CF, this idea goes beyond a catchy phrase. Charuka and his team have taken real steps to ensure that the business isn’t just staffed, but resilient—no matter what happens.

The game-changer: Building a talent pipeline

What if a key person suddenly leaves the company? For most businesses, this means scrambling to fill the gap. But at CF, Charuka’s solution turns this problem on its head. “We created a talent pool,” he says. “We have got people who are already being groomed for leadership roles, ready to step up when needed.”

This isn’t just theory. Charuka explains how the company’s regional branches function as a well-oiled machine, even when changes happen. “Take a branch manager for example. If they leave suddenly, we have someone ready—someone who has been shadowing them, learning, and developing the skills needed to take over. We are not caught off guard.”

This system has been a game-changer for CF.

“We have reduced our lead time and minimized disruptions to the business. When someone leaves, the transition is seamless because we have invested in the next-in-line talent,” he says.

The talent pool has extended across different roles within the company, from branch managers to regional managers. “It’s about having a structure where no role is left uncovered. We have expanded this to eight regions, where each regional manager oversees 13 to 15 branches. So, imagine the impact when we have talent ready to step into these critical roles at any moment.”

Why is it important to have the pipeline?

Traditionally, HR has been seen as a support function—a department that takes care of the logistics, like payroll and employee welfare. But for Charuka, HR is much more. “We have moved beyond the idea of just supporting the business. Now, we are driving it. We align our HR goals with the business’s objectives. We understand what the company needs and we plan for it.”

He shares a simple but powerful insight: “The better we understand the business, the better we can serve it.” This understanding has allowed HR at CF to not only support business operations but to lead in many aspects.

This shift in mindset has given Charuka’s team the ability to predict potential challenges and create solutions before they even arise. “It’s a proactive approach. We don’t wait for problems to happen, we plan for them.”

A Culture Built on Trust and Loyalty

CF’s people-first philosophy isn’t just about filling gaps. Charuka believes in nurturing a culture where employees feel valued, trusted, and excited about opportunities for growth. “From day one, this company has had a very family-oriented culture. There is a lot of trust and loyalty here.”

That trust, he explains, is the foundation for their internal mobility strategy. “We encourage job rotation and changes in functions. We also have structured training programs that help employees develop both technical and soft skills. People are always learning, always growing.”

One of the standout aspects of Charuka’s talent management strategy is the focus on internal development. This focus on internal growth has fostered a sense of loyalty and purpose within CF’s workforce. “Our last resort is hiring externally. We actively encourage our team to rotate roles, learn new skills, and step into leadership positions.”

This method has also helped the company weather challenges more effectively. “We are not scrambling to fill vacancies,” Charuka explains. “We have got people who are already trained and ready to take on new challenges. It’s a win-win for both the business and the employees.” His final message is one that resonates with HR professionals everywhere: “The success of a company depends on its people. Invest in them, empower them, and when challenges arise, your organization will be ready.