🎧 Listen now:
• The Role of Engagement in High-Performance Cultures [00:06:00]
Engagement isn’t just about check-ins and surveys—it’s about helping managers build real connections with employees. Benjamin shares why equipping leaders with engagement skills is crucial for business success.
• Future-Proofing Workforces Through Learning & Development [00:18:00]
SP Group introduced a Learning Roadmap 2030, working with business leaders to anticipate future skills and ensure employees are prepared for industry shifts.
• AI in HR: Practical Applications & Productivity Hacks [00:21:00]
Beyond the hype, Benjamin shares how SP Group leverages AI for workforce optimization, from automating manual HR tasks to improving efficiency in technical operations.
• Trust & Flexibility: The Real Productivity Drivers [00:28:00]
Hybrid work success isn’t about location—it’s about trust between leaders and employees. Benjamin explains why productivity is tied to leadership quality, not where employees work.
Benjamin Festin, Vice President of Human Resources at SP Group uncovers salient themes of leadership, innovation, and the evolving landscape of workforce management. As a leading utilities provider, SP Group continuously adapts to industry changes, driven by its commitment to sustainable solutions. Festin shares invaluable insights on navigating change, fostering employee engagement, and leveraging leadership to shape organizational culture.
Engagement and communication are not just buzzwords; they are foundational pillars for effective leadership and a productive workforce. Benjamin Festin articulates this notion clearly when he emphasizes,
“Engagement is the most important thing... it's about having the hard conversations.”
This perspective highlights the importance of direct, open communication paths within organizations. For HR leaders, the task is not just to facilitate pleasant interactions but to guide through challenging dialogues that can lead to growth and improvement.
Festin elaborates on the misconception that HR should solely focus on being congenial, explaining that the real challenge lies in “encouraging people and managers and teaching them how to have almost difficult conversations.” This proactive stance on communication can prevent potential issues from escalating while strengthening the overall team dynamic. Effective engagement practices are crucial not only for conflict resolution but also for uplifting performance across the board.
The implications of prioritizing communication and engagement extend beyond immediate interactions. Organizations that cultivate an environment where difficult conversations are normalized, and feedback is encouraged can experience stronger alignment with business goals. Furthermore, they are better positioned to respond agilely to market changes due to a more cohesive internal culture.
The evolving energy sector presents a unique challenge: maintaining critical infrastructure while integrating future-focused skills. Festin addresses this dichotomy, noting,
“A big catalyst for our leadership competency refresh was recognizing in this day and age where things are moving so much faster... agility is so important.”
This realization led SP Group to refine its leadership competencies with an acute awareness of technological advancements and industry dynamics.
Beyond leadership frameworks, SP Group implements initiatives such as the “skills passport,” a technical competency framework ensuring their workforce is competent and ready for changing demands.
The emphasis on both technical skills and soft skills ensures employees remain relevant in a rapidly evolving industry. By conducting a “learning roadmap 2030,” SP Group proactively identifies emerging skills needed for future readiness.
For organizations, the intersection of traditional roles and future skills development is where strategic HR plays a critical role. Investing in robust training programs and fostering a learning culture can help bridge the gap between legacy operations and future needs. Engaging employees around core co
Leadership plays a pivotal role in shaping organizational culture and driving transformation.
According to Festin, it “starts with leaders first... leaders shape the culture, you shape the ecosystem for your team.”
This sentiment underscores the responsibility leaders have to encourage learning, engagement, and adaptability within their teams. Leaders are the torchbearers of change, guiding their organizations toward a future-ready outlook.
Festin highlights the importance of reflective organizational practices, such as SP Group’s “group risk day,” which focuses on recognizing technological risks and opportunities, like AI. Additionally, the organization engages in initiatives like the annual “technology day,” thereby integrating innovation at every level. These activities empower employees to think beyond immediate tasks and align with broader business strategic visions.
The potential impact of strategic leadership lies in its ability to inspire and mobilize teams toward shared goals. By actively promoting continuous learning and innovation, leaders can cultivate an agile workforce receptive to change and development. Organizations that embrace this dynamic can better navigate disruptions and sustain their growth trajectories.
In navigating modern complexities, organizations must mirror SP Group’s approach—valuing communication, integrating emerging competencies with traditional expertise, and fostering dynamic, leadership-driven cultures. The future workplace thrives on synergy between evolving technology and st
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Benjamin Festin
Benjamin Festin is the Vice President of Human Resources at SP Group, with nearly 20 years of HR leadership across diverse industries. He has led talent strategy, organisational design, and change management initiatives, driving workforce transformation and business impact. Previously, he held key HR leadership roles at Dairy Farm Group and Mediacorp, spearheading executive development, culture transformation, and capability-building programmes. Earlier in his career, he specialised in change management and human capital advisory at Accenture and Ernst & Young, supporting organisations across Asia-Pacific.
With a Bachelor of Business Administration from Deakin University and an Oxford Executive Leadership Programme certification from SaĂŻd Business School, Benjamin is an IHRP Senior Professional dedicated to building future-ready, people-first workplaces.
Fung Tai is the VP of Customer Success at EngageRocket. With extensive experience in developing large-scale employee listening programs, she is dedicated to helping organizations create impactful and sustainable engagement and learning strategies. Before joining EngageRocket, Fung Tai was a Consultant at Willis Towers Watson, where she led major projects across various industries. She is also passionate about diversity and inclusion, and served as the WTW’s Inclusion and Diversity Country Lead.
Fung Tai holds a Bachelor’s Degree in Psychology from the University of California, Berkeley, and a Bachelor of Psychological Science (Honours) from James Cook University.