Leading Transformations in HR Tech

Tracy Ting, SVP & CHRO at Encore Capital Group

Tracy Ting spent her career in finance and audit before moving to HR. For the past decade, she has been a Chief Human Resources Officer at several multi-national public and private companies. Tracy’s career work has been to enhance shareholder value through strategic business growth, including turnarounds and cultural transformations. Her industry background spans biotech, medical devices, pharmaceuticals, and financial services. 

A Diverse Career Foundation

My journey to becoming a CHRO wasn’t conventional; I began my career in financial and accounting roles before transitioning into HR leadership. Having a financial background has been a significant asset in my HR journey. This experience has given me a unique perspective, allowing me to approach HR challenges with a strategic lens, particularly in aligning people initiatives with budget constraints and business objectives. Over the last decade, I’ve served as CHRO at three different companies, each presenting unique challenges and opportunities for growth. I’ve had the privilege of leading several transformations. From scaling businesses to spearheading cultural and turnaround changes, each situation required a customized approach. I believe transformation is an inevitable part of business, driven by either external market forces or internal growth needs. My career underscores the pivotal role HR plays in navigating these changes and steering organizations toward success.

The Future of HR: Automation, AI, and Workforce Evolution

I highlighted the profound impact that automation and AI are having on the workforce. These technologies are advancing rapidly, and there's no sign of them slowing down. I predict that roles requiring lower skill sets or less education are most at risk, as AI increasingly takes over routine tasks. However, I also see significant growth opportunities. STEM roles will expand as innovation continues, and management positions will evolve. Managers won’t just lead teams; they’ll also be responsible for integrating technology into daily operations. This shift will require leaders to develop dual expertise—effectively managing people while seamlessly incorporating technology into workflows.

“I’m a big believer in multi-year roadmaps because nothing significant can be accomplished in just one year. These roadmaps break down large initiatives into manageable steps, allowing organizations to adapt to changing conditions and pivot when necessary.”

Co-Creation and the Power of Employee Voices

Co-creating with employees is a core part of my leadership philosophy. For HR programs to succeed, they need to be sticky—where employees not only support them but also embrace them daily. The best way to achieve this is by involving employees in the process, which fosters ownership and ensures initiatives are sustainable and aligned with their real needs. At Encore Capital Group, I’ve prioritized employee input to drive HR success. When launching a new initiative, I involved employees whenever possible to ensure it meet the diverse needs of the team. Top-down programs often fail without buy-in, but co-creation consistently builds initiatives that resonate and have a lasting impact.

Strategic Roadmaps for Long-Term Success

For HR leaders navigating today’s complex workforce challenges, I advocate building multi-year strategic roadmaps. I’m a big believer in multi-year roadmaps because nothing significant can be accomplished in just one year. These roadmaps break down large initiatives into manageable steps, allowing organizations to adapt to changing conditions and pivot when necessary. This approach also helps communicate big projects to teams in a more digestible way. It gives the doers and builders the ability to manage initiatives in a way that feels achievable. Flexibility is critical, especially in an environment where market conditions and technology are constantly evolving. My strategic thinking drives the success of HR initiatives and aligns them with broader business goals, ensuring long-term success.

Advice for HR Leaders: Build for the Long-Term

● As HR technology evolves, my advice to fellow HR leaders is simple: plan strategically, stay alert, and involve employees throughout the process.

● The world is changing quickly, and we can’t always predict its direction. Build flexibility into your plans and give yourself the freedom to pivot when needed.

● By embracing co-creation, fostering a global mindset, and adopting multi-year roadmaps, I’ve successfully led HR transformations across organizations.

● Our forward-thinking approach continues to drive innovation and efficiency, and I remain committed to navigating the ever-changing HR tech landscape.

Financial

AI

Biotech

HR Technology