Faces of HR: Certis’ Anthony Keh on nurturing talent as Singapore’s timeless strength
Summary
Anthony Keh, Vice President, Group Human Resources and Group Head of Talent Acquisition & Employee Experience at Certis Group, discusses why he chose HR intentionally and how he sees talent as Singapore’s enduring competitive advantage. He frames HR as both a business enabler and a shared responsibility: HR listens to business units, then collaborates to build, borrow or buy talent as needed. He also shares how simple weekend rituals keep him grounded and stresses that inclusive language is crucial to making everyone feel seen and valued.
Content Summary
Anthony studied HR overseas when the discipline was nascent in Singapore and kept to the path because he believes people and their potential are timeless. In his role at Certis, his approach centres on listening to business needs, partnering across teams to solve talent gaps, and treating hiring as collective accountability. Ahead of speaking at Corporate Wellbeing Asia, he underlines inclusive language as a practical lever to strengthen workplace belonging.
Key Points
- Anthony intentionally pursued HR and views talent as central to Singapore’s economic strength.
- HR should act as a business partner: listen, understand challenges, then decide to build, borrow or buy talent.
- Hiring is a shared responsibility across the organisation, not solely an HR task.
- Personal resilience for leaders can come from simple, repeatable rituals — Anthony’s are cinema, gym, and a regular weekend meal.
- Inclusive language matters: words can include or exclude, so being mindful helps everyone feel valued and part of the whole.
Context and Relevance
This interview is timely for HR leaders and people managers in Singapore and the region who are navigating talent shortages, inclusion efforts, and employee wellbeing. Anthony’s practical stance — treat hiring as collaborative, prioritise listening, and use inclusive language — aligns with current trends emphasising workforce resilience, culture, and skills strategies. His perspective reinforces HR’s strategic role in sustaining national and organisational competitiveness.
Why should I read this?
Quick and human: if you want a no-nonsense reminder that HR is strategic (and not just paperwork), this piece gives you that in a few minutes. Anthony’s take is practical — hire together, talk inclusively, and keep your sanity with small rituals. We read it so you don’t have to.