Stephen Falkiner

Stephen Falkiner


Stephen Falkiner

Tel: + 66 849223765

[email protected]

Significant experience of Talent Management, Change Management, Performance Management, Conflict Management and People Engagement Strategies. Seasoned HR Generalist with commercial bias, capable, hands on effective HR contributor to business clearly focused and comfortable contributing individually or within team.Have experience of leading, managing and developing an HR function which has the respect of the organization and am able to demonstrate excellent influencing and leadership skills. A pragmatic and robust disposition, with a passion for success and the drive and energy to deliver to high standards. Extensive experience in ‘start-ups’ in new markets within Middle East, AfricaHR Expertise in Asia, specifically Greater China, Vietnam, Thailand, Malaysia, Korea, Indonesia, Philippines, Singapore, NZ , Australia,India Bangladesh and Pakistan with additional substantial experience in Europe

Regional HR Director - Asia & MEAI

Privately owned Chemical Company

Managing Director & HR Director

Georgie & Lou - 2007 2014

Group Director

HR, IT & Administration and Laboratory services – 2007 - 2011

Linmark Group Ltd – Pentland Brand PLC


Develop a fully professional internal services organization through - out the Asia Pacific, Middle East & Africa regions and internationally to meet the needs of the businesses. Develop and lead HR, IT, Admin and Laboratory Service functions including start up in new markets and countries specifically; Vietnam, Philippines, Indonesia, India (Chennai and New Delhi) Bangladesh and Pakistan Ensure individual development of HR, IT & Admin staff in each location and provide a standard of excellence.

Represent appropriate HR, IT , Labs & Adminmatters at executive board level. Strategic responsibility for HR, Admin, Labs & IT and deliverables set against business KPI’s

Change Management: Supported and contribute to change of business model to Service Organization

Realigned Grand general services from central function to integrated business service function harmonized all T’s & Cs across region

Executive Development: launched talent management program Implemented mentoring and coaching.

HR Strategy: Developed people strategy to facilitate new business model

Talent Community: Drove the design and development of a talent agenda and related strategies, policies, approaches, templates, tools across the region

Talent Management: Partnered with Directors for the business/region to support the Business Division Heads/Regional Heads and their leadership teams with their commitment to talent as a signature process. Built a differentiated talent strategy to ensure the company leads in thought and practice of talent development across the organization and specifically to create deeper and more diverse talent pools/ pipelines to enable the company to massively multiply their leadership capabilities to meet business growth

Talent Strategy

Owning overall Talent Strategy which includes defining a Regional Talent strategy and identifying various talent pools proposition from graduates to senior talent pools

• Talent Execution

Established effective relevant programs to enable the company to deliver the talent agenda including establishing succession planning processes to ensure they have a pipeline to meet business requirements

• Performance of Talent

Return on Talent investment and reviewing of talent, human capital metrics to monitor and measure outcome

• Talent Management Office

Directing activities and objectives and ensuring the businesses has sufficient support and following through on Talent activities

• Talent Channels & Platform

Owning strategy, implementation and measurement of success and continually improving the Talent Channels

Succession Planning

Contributed to the business/regional context to the design and development of approach to succession planning.

Performance Management:

Responsible for design and development of companywide approaches to Performance Management, including coordinating with specialist functions to ensure linkage of performance management processes and outputs with rewards; Delivered performance review workshops with business/regional leadership teams and follow up on actions.

Leadership Development:

Drove the nominations process for leadership development programs within the business/region

Management Development:

Oversee all management development activities for management population

Expanded graduate program

Developed targeted recruitment to meet resourcing needs


Initiated internal training programs to facilitate business change requirements.

C & B:

Designed and delivered comprehensive incentives pay and reward schemes across region tailored made to capture new markets / countries and aligned to country legal employment requirements as appropriate


Anti Graft Policy introduced throughout region.

Comprehensive staff hand books for each country capturing corporate and local T & C’s

Corporate Social responsibility

Represented Region on global initiatives and audit group member for vendors within region


1996 - 1996

Advanced Management program

Harvard Business School


1997Advanced Management Program - Harvard

1988MBAHenley School of Management

1982B.A.London University (psychology)

Professional Qualifications.CFIPD SHRM FIOTD

1973 - 1977

London University
1969 - 1974

Matthew Arnold