Adapting HR Tech to Asia's Diverse Landscape

Tom Browne, Director, Talent Acquisition, Pandora

Tom Browne, Director, Talent Acquisition, Pandora

Tom Browne is a dynamic leader and technology expert based in Bangkok, specializing in solution architecture for Asia Pacific and Japan. He has extensive experience delivering cutting-edge technology solutions, leading technical teams, and driving successful global programs in the technology sector.

For the magazine HR Tech Outlook APAC, he shared invaluable insights on how flexible, culturally attuned HR technology can enhance recruitment accessibility while preserving the human, purpose-driven essence of hiring.

Can you walk us briefly through your leadership role as Director, Talent Acquisition? What are your key responsibilities and areas of focus?

Based in Bangkok I lead Talent Acquisition for Pandora’s Crafting & Supply business. My role is to make sure we can hire across the business including at scale in our Production facilities keeping quality high. That covers everything from workforce planning and employer branding to day-to-day recruitment delivery. I spend a lot of time enabling the team, making sure they’ve got the right tools, data and confidence, but also keeping recruitment human and personal. Another big focus is context. What works in one location might not work in another so we adapt our approach to fit the local environment.

What key challenges do organizations face when adopting new HR technologies across diverse cultural and regulatory landscapes in Asia?

Across Asia the challenge is that you’re dealing with very different levels of maturity in one region. You have markets like Singapore, Japan or Australia that are advanced in HR tech, and at the same time frontier markets where even digital basics can be a barrier. The complexity comes from three things: compliance rules that vary country to country, cultural expectations that don’t always align with digital-first solutions, and the pace at which people adopt change. The lesson I’ve seen over the years is that you can’t assume one global tool will land everywhere. You have to educate, take people with you, and allow flexibility so the solution feels relevant in each market.

How are HR leaders in frontier markets approaching workforce analytics when data maturity is still uneven?

In frontier markets leaders take a start small, build trust approach. The focus is on getting the basics right, clean headcount numbers, turnover data, cost per hire and proving their value. Once the business starts to trust the numbers, you can then build towards more advanced analytics. Jumping straight to predictive or AI-driven models in markets where the fundamentals aren’t solid usually creates skepticism. Progress is step by step: prove reliability, then scale sophistication.

In regions where digital penetration is uneven, how should talent leaders balance tech-driven efficiency with accessibility and inclusivity?

It’s about empathy and pragmatism. Tech should enable, not exclude. In markets where digital access is uneven, you need to run parallel channels. Online assessments where they work, offline alternatives where they don’t. And you have to design with the end user in mind: mobile-first, in local languages, simple to navigate. The test I use is: does this make it easier for someone to connect with us, or harder? If it makes it harder, then the solution isn’t fit for purpose.

What one piece of advice would you offer to talent leaders in emerging Asian markets who are considering scaling their HR tech stack?

Be clear on the problem you’re trying to solve before you buy the solution. It’s easy to get caught up in the latest product, but unless it addresses a real pain point for recruiters, hiring managers or candidates, it won’t add value. Start with the outcome you want, pilot on a small scale, listen to feedback, and then expand. And don’t forget the human side. The best HR tech frees up time for recruiters to focus on people, not screens.

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