Why HR Needs to Speak the CEO’s Language—Insights from Darshana Hettiarachchi

When we think about business success, we often picture financial strategies, market expansions, and product innovations. But there’s another crucial driver of growth that doesn’t always get the credit it deserves—HR. Darshana Hettiarachchi, Human Resources Manager at RKS Lanka (Private) Limited, is breaking down the barriers between HR and business success. By refocusing HR’s role, he’s proving that people management isn’t just about keeping employees satisfied—it’s about driving tangible business results.

HR isn’t just about policies and payroll. It’s about creating an environment where people can thrive, and in turn, businesses can thrive,” Darshana states.

A Career Built on People and Performance

Darshana’s journey into HR began in 2014, when he started as an HR Assistant at M.D. Gunasena Co. Printers. Starting as an HR Assistant, Darshana quickly moved up the ranks to HR Executive and later Senior Executive at the company’s parent organization. His career has been defined by a relentless drive for impact, efficiency, and closer alignment between people and business objectives. In 2019, he joined RKS Lanka as Senior Executive HR, where his strategic mindset quickly earned him the position of HR Manager.

With a Master’s in Human Resource Management from the University of Kelaniya and various qualifications from CIPM Sri Lanka, Darshana combines academic knowledge with hands-on experience. He is also an active contributor to the HR community as an Associate Member of CIPM and the Association of HR Professionals Sri Lanka and a Committee Member for the Standing Committee on Editorial & Student Engagement at CIPM.

The Real Challenge: Making HR a Business Enabler

One of the biggest hurdles Darshana addresses in the industry is the common misconception about HR’s role. While many still see HR as a function that manages compliance, policies, and employee issues, Darshana is on a mission to change that perception. He believes that HR is the enabler of business performance, provided that it’s aligned with business strategy.

Too often, HR is viewed as an overhead rather than a value driver. But the truth is, if we measure the right things, employee performance, engagement, turnover, we can show HR’s direct impact on the business’s bottom line,” he explains. “HR should be at the table, not just to manage people but to help steer the business toward success.

To make this shift, Darshana stresses the importance of data-driven decision-making. Traditional HR metrics, such as absenteeism and turnover rates, have their place, but they only scratch the surface. What’s needed, he argues, are deeper insights that connect HR directly to business outcomes:

• Total Employee Cost vs. Revenue Generated per Employee
• Training ROI – showing that training investments lead to better performance
• LTO Rate of High Performers – measuring whether the company is losing its best talent
• Competency Levels – linking employee skillsets with business needs

HR metrics should help CXOs see that HR isn’t just about managing costs, it’s about optimizing resources to generate more value,” says Darshana.

The Disconnect: Employee Well-Being and Business Productivity

Another crucial aspect Darshana emphasizes is the balance between employee well-being and business demands. The modern business world often prioritizes cost-cutting and efficiency, which can lead to burnout, disengagement, and high turnover. Darshana believes this is a shortsighted approach.

“Business owners often push employees to their limits, thinking that productivity will follow. But in the long run, neglecting employee well-being harms productivity,” he says. “Investing in well-being initiatives like work-life balance, mental health support, etc, pays off in lower turnover, higher morale, and increased productivity.”

Darshana advocates for HR professionals to show the ROI of well-being programs, connecting employee satisfaction directly to business outcomes. This requires not just an investment in programs but a cultural shift that values employees as integral partners in the company’s success.

The Changing Face of Work: Post-Pandemic Lessons

The pandemic has drastically changed the way businesses think about work. Darshana believes that hybrid models, which combine remote and in-office work, are here to stay and for good reason. The flexibility of remote work has reduced costs, improved work-life balance, and even enhanced productivity in some sectors.

“Since the pandemic, service-based industries have increasingly embraced hybrid work models, with positive results.” he notes. “It’s a balanced approach that promotes teamwork and efficiency, and employees feel more engaged and supported.”

But Darshana also acknowledges that for industries like production, on-site work is necessary. Here, companies have adopted shift-based work schedules to ensure productivity while preventing employee burnout.

The Need for Labor Law Reforms in Sri Lanka

Beyond workplace flexibility, Sri Lanka’s labour laws need urgent revision to match today’s work realities. Darshana highlights key areas where reforms are necessary:

• Outdated work-hour restrictions for women: Female employees cannot work beyond 10 PM (in production zones) without special permission from the Labour Department. While intended for protection, this regulation limits career growth opportunities. “The solution isn’t restriction, it’s ensuring safety. Companies should be required to provide transport and other necessary facilities for women working late shifts, rather than restricting them altogether.”

• Gratuity loopholes: Some companies keep employees on short-term contracts specifically to avoid paying gratuity allowances, leaving workers financially vulnerable.

• Manipulated salary structures: Certain businesses design salaries with disproportionately low basic pay and high allowances to reduce their EPF/ETF contributions, depriving employees of long-term financial benefits.

• Investor concerns: Foreign investors hesitate to establish operations in Sri Lanka due to the excessive number of public holidays and rigid labour regulations. “In the Katunayake zone, companies think twice before investing because they see these legal complexities as a roadblock,” Darshana explains.

The Future of HR

Darshana’s vision for the future is: it’s time for HR to break free from the traditional support role and evolve into a strategic, value-driven function. HR must not only align with business objectives but actively contribute to them.

“HR needs to speak the language of business, numbers, performance, ROI,” Darshana concludes. “If we prove our value, we’ll no longer be seen as just a support function. We’ll be recognized as the drivers of business success.”

For organizations aiming to stay ahead, the future of HR lies in data, strategic insight, and a commitment to employee well-being. Darshana’s approach to HR proves that when done right, HR doesn’t just support the business, it drives it forward!