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HR in the Age of Accountability Nalin Ranasinghe’s Vision for the Future
“HR is in our blood.”
It’s a simple yet powerful statement from Nalin Ranasinghe, Group General Manager – Richard Pieris & Company PLC – Arpico, and it encapsulates his entire philosophy on human resources.
With a career spanning 30 years, from banking to HR leadership, Nalin has seen industries evolve, workforce expectations shift, and leadership mindsets transform. But if there’s one thing he’s certain of, it’s that HR must adapt or risk becoming obsolete.
Nalin’s background in banking has played a critical role in shaping his HR leadership.
Banking instilled discipline, structure, and a strict adherence to compliance. These principles are essential in HR, where people management intersects with legal and regulatory frameworks,” he explains.
With HR qualifications from IPM and hands-on experience in HRM and HRD, Nalin took on HR leadership roles across multiple industries from banking to manufacturing to logistics, gaining all- embracing perspective on people management. Today, he drives strategic HR initiatives, shaping not just policies but the mindset of business leaders.
The Biggest Problem: A Comfort-Driven Mindset
One of the biggest obstacles in today’s business environment, according to Nalin, is the lack of visionary leadership. “We hire people, give them job descriptions, and measure performance based on that. But we don’t ask, what will this person grow into? How does their career align with the company’s future?”
The problem starts at the top. “Business leaders don’t give enough attention to long-term employee growth. Employees, in turn, get comfortable. They stop pushing themselves. Companies stagnate. It’s a cycle we need to break.”
It is his strong belief that leaders must set higher standards. “If the leadership committee operates at a high level, employees will follow. But if leaders settle for mediocrity, the entire organization suffers. Hence, only those who embrace the change, will thrive.”
Labour Regulations: A System That Limits Growth
Nalin raises a serious concern about how Sri Lanka’s labour regulations impact decision-making.
HR is bound by regulations. Even when an employee is clearly underperforming, businesses hesitate to take action because of the legal consequences.
In his experience, employees who are asked to leave often file complaints at the Labour Department, instead of recognizing their own shortcomings. “Even when salaries are paid on time and policies are fair, there is still a resistance to accountability. This needs to change if Sri Lanka’s workforce is to become more performance-driven.”
He believes that businesses must take a stand. “HR must drive engagement, but not at the cost of business efficiency. If someone is not adding value, there has to be a mechanism to address it without unnecessary legal battles.”
HR’s Future: AI, KPIs, and Human Leadership
Nalin is clear about where HR is heading.
The future will be KPI-driven. Employees will be measured purely on results. AI will take over routine HR tasks, payroll, administration, data tracking. What will remain is the core of HR which is the human element, counseling, coaching, mentoring, and leadership engagement.
The next generation of employees will expect fast wins and visible career progression. “We need to create milestones that allow employees to see their progress in real time. Otherwise, they disengage.”
He firmly believes that HR must evolve to stay relevant. “If HR professionals continue to operate in the old-school way, focusing only on hiring and firing, they will be left behind. HR leaders must become strategic partners to the business,” he asserts.
Advice for HR Professionals: Keep It Simple, Keep It Real
For those entering HR, Nalin’s advice is blunt and to the point:
- Understand HR beyond the textbook. Concepts are great, but if you don’t know how to apply them in the real world, you won’t survive.
- Be simple, be understood, and understand others. Overcomplicating HR processes only creates confusion. Make things practical.
- HR is in our blood. If you don’t truly believe in the impact of HR, you won’t be able to inspire change.
His final message? HR is no longer a support function. It is a business function. And only those who embrace change will thrive.
