Angelina Chua shares her insights on leading with consistency, care, and clarity in a high-change, high-stakes environment
As workforces grow more diverse, distributed, and digitally enabled, human resources leaders are under pressure to show that care is not a soft value. It’s a business imperative.
Retaining top talent, adapting to uncertainty, and fostering genuine engagement all come down to one central principle: people still want to be seen, heard, and supported at work.
But applying that across borders and business functions is rarely straightforward. From policy enforcement to talent strategy, HR leaders must ensure that empathy doesn’t get lost in translation.
What does it take to build a culture where care shows up in decisions, not just in values statements?
For Angelina Chua, HR Director of APAC at COFCO International, the answer lies in how leaders show up daily. With more than two decades in HR, including roles across China, the US, and Asia-Pacific, Chua has helped organisations move from compliance-driven policies to culture-led people practices.
At COFCO International, a global agri-business, Chua champions a model of HR that balances structure with flexibility, and accountability with trust.
Early in her career, Chua experienced the limits of a rule-bound HR model. "Back then, HR was more focused on policy creation and compliance," she says.
Employees often saw HR as siding with the company rather than advocating for them.
But over time, that rigid model gave way to a more human-centered approach. "You can’t solve people’s issues like a photocopier… Running off the same sheet for every problem," she explains.
"People bring their histories, their emotions. Each case deserves its own attention."
Chua believes that HR should serve as a bridge between business needs and employee well-being.
That means staying aligned with the company direction while also advising leaders to remain flexible in execution. "The gold standard is when you can support people without compromising the company’s values."
According to Chua, placing people at the center of the strategy isn’t just about belief. It requires intentional structure.
"It starts at the top," she says. "If leadership doesn’t see people as their biggest investment, no program will make up for that."
Once alignment is in place, actions must follow. Recognition, rewards, and career development plans should reflect these values.
"If you say people matter, show it through how you celebrate them, how you support them when they succeed, and how you stand by them when things get tough," Chua adds.
She also stresses the importance of reinforcement: "When the right behavior is recognised, people replicate it. It becomes part of the fabric."
Having worked across global markets, Chua understands how culture influences communication.
"In some places, you need to build the relationship before people will speak openly. In others, directness is expected from the start," she notes.
This is where attentive leadership comes in. "It’s not just what’s said. It’s what’s not said," Chua explains. "You have to watch body language, tone, the pauses."
She encourages leaders to set aside their own assumptions and make space for informal conversations.
"Sometimes we’re in such a rush to deliver results that we forget to pause and ask people how they really feel."
For Chua, meaningful consultation is not a delay. It’s a strategy.
"By taking the time to understand what your stakeholders need, you avoid missteps. You identify blind spots before they become barriers."
One practical habit Chua applies is testing initiatives on a smaller scale before rolling them out broadly. "If you’re unsure, start with a pilot," she advises.
"See what works, adjust, and then expand."
This approach respects different team dynamics while also giving space to fail safely. "Implementation improves when people feel involved from the beginning," she says.
She also avoids rigid top-down solutions. "I don’t believe leaders should act like they have all the answers. Every role, every region brings something different to the table."
When asked what she looks for in high-potential talent, Chua names four qualities: adaptability, curiosity, flexibility, and reliability.
These traits, she says, matter more than technical proficiency in today’s unpredictable environment.
"Someone who’s curious will keep learning. Someone adaptable can pivot when needed. And someone reliable will show up for the team, especially during critical moments," she says.
Importantly, these traits should align with the organisation’s mission. "When a person’s values connect with the company’s, that’s when you see real commitment."
Having led through major organisational changes, Chua knows the weight of uncertainty. Her advice: don’t overpromise, but never leave people in the dark.
"People can handle change if they understand it," she says. "What causes stress is silence… Not knowing what’s coming."
She believes in communicating early, honestly, and at multiple levels. "You start with the whole organisation, then you drill down to the team, and finally to the individual. Everyone should know how it affects them."
This transparency is a form of respect. "Even when there’s no bad news, people deserve to hear what’s happening. That way, they aren’t left guessing."
On the role of AI and digital tools in HR, Chua is clear: technology should free up time for deeper human interaction, not replace it.
"AI can handle repetitive tasks. But if there’s an emotional issue, a sensitive conversation, or a high-stakes decision, I want a human there," she says.
Rather than seeing AI as a threat, Chua frames it as an enabler. "If we spend less time processing data, we have more time to focus on coaching, listening, and responding to real people’s concerns."
That human touch, she believes, will always be HR’s most valuable asset.
What would she say to a rising HR leader stepping into their first regional or global role?
"Don’t rush," Chua says. "Take time to listen. Talk to stakeholders. Learn what really matters to them."
She warns against the temptation to make fast changes just to prove capability. "If you roll out initiatives that don’t align with what people actually need, it won’t land. And you may lose their trust early on."
Instead, she recommends investing in conversations first. "It might feel slow at the start. But you’ll end up with programs that are more effective, more inclusive, and more lasting."
For leaders trying to build people-first cultures, Chua offers a final reminder: "Leadership is not about having all the answers. It’s about creating space for others to bring their strengths. That’s how we build something that lasts."
