We’re all ears

Communication is an important part of an HR professional’s job, especially when resolving conflicts or providing counsel to employees. Three HR directors share their listening techniques with Lee Xieli and Lisa Cheong.

■ Serene Tan

Director, human resources

Tan Tock Seng Hospital

We believe that employees have the right to surface work problems and issues, and appeal against decisions affecting them. We have a policy that accords employees access to proper channels to be heard and for issues to be addressed systematically, fairly and expeditiously. Open communications will augur well for staff-management relations and promote a harmonious working environment within the organisation.

While employees may have direct access to HR, we encourage supervisors at every level to make every effort to resolve workplace matters. If unresolved, the employee has the opportunity to take it to the next level – to the head of department or HR department – for resolution. If a problem should come to HR, we encourage employees to take a holistic approach to resolving the problem as advice from HR will not be complete without engaging the department.

With the employee’s consent, our role, beyond hearing them, is to facilitate the process for resolution, including discussion of the work problem with the supervisor and parties concerned, fact-finding and harnessing commitment for agreed solutions to be implemented. Such a process is documented to ensure follow-through and closure. For this process to work, we ensure that there will be no reprisal against any party concerned. Staff in particular must not suffer victimisation from any party as a result of seeking resolution through proper procedures.

For employees who come to HR with a personal problem, we first seek to listen and understand them. HR then offers counselling and, more importantly, tries to offer them appropriate support. For example, we have a Staff-Support-Staff programme whereby dedicated staff volunteers are trained to assist other staff better cope with emotional challenges in a confidential environment.

■ Marcus Budimulia

HR manager

Givaudan Southeast Asia (excl. Indonesia)

When approached by an employee who has a problem, first I will thank them for trusting HR, rather than treating HR as a “police officer” or “complaint department”, especially when it’s a personal problem. I will also inform the person that the points discussed with HR will be treated in strict confidence but within a reasonable limit. For example, if the personal issue involves a certain life-threatening situation, HR is obligated to bring in respective parties to prevent the incident.

For a work issue, HR will check all the necessary aspects before promising any results in favour to the individual. This could range from a simple understanding of work tools and processes to workload and health issues. I always prefer to not “jump the gun” with any comment or commitment to the employee concerned so we do not over-promise him or her without knowing both sides of the story. However, if it is a straightforward issue, we could provide the answer or solution directly.

In order to maintain the trust, it is important for HR to commit to a certain timeline on when we will revert back if an answer is needed. Otherwise, it is good to catch up with the individual to update them on progress. I usually do so during lunch – I might visit an employee in their department or simply place a telephone call.

In some cases, HR just needs to be a good listener. This is because sometimes employees already know the solution or answers, they just want to have a second opinion or share their emotions without HR doing anything.

■ Carmen Wee

Vice president of human resources

Invensys Operations Management APAC/Middle East

It’s good that employees
come to you about their personal problems. You have to remember that employees are also people – with emotions – and different elements of their lives may occasionally go off track.

Sometimes employees might bring their issues to work or they might struggle in their job because they have to deal with, for example, ageing parents, a sick kid at home or issues with marriage. If you don’t help them get a grip on these things, it will affect their effectiveness in the workplace. I can sense that they might be having problems when deadlines are not being met or work quality is lacking. That’s when I zoom in [on the issues] and discuss them with the indivivual.

Similarly, I have been able to share these lessons with younger HR people who come to me when they need some counsel. They might be confused about an aspect of HR or even considering opting out of the profession. So they would come to me at different junctures because your professional life sits within the context of the events happening in your life. For example, they would go through the cycle of graduating from school, having relationships, getting married or even going through a divorce.