askST Jobs: Ever thought about who HR professionals get work-related assistance from?

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Q: Human resources professionals are the go-to people for help at work, but who do they turn to when they face problems?

A: Human resources (HR) professionals typically operate within established support frameworks that begin with direct supervisors – HR managers, directors or chief human resources officers, says Ms Sally Lee, head of people and administration at the Institute for Human Resource Professionals.

“These provide oversight for complex employee relations matters, policy interpretation and compliance issues.”

If the issue escalates, departmental hierarchy would be followed with clear documentation to ensure sufficient risk management and transparency in decision-making, she adds.

These formal guidelines emphasise maintaining confidentiality while ensuring appropriate oversight.

However, situations where the source of professional difficulty involves direct supervisors or HR colleagues require a more nuanced approach.

Organisations typically provide alternative paths, such as reporting to executives outside of the HR department.

Employees could seek guidance via employee assistance programmes to address personal matters that may affect professional performance, notes Ms Lee.

When internal channels are insufficient or inappropriate, HR professionals can approach lawyers specialising in employment matters.

However, HR employees typically turn to internal supervisors or trusted external mentors to address more sensitive issues that may not be suitable for discussion outside internal networks, says Ms Lee.

She adds that HR employees need to pay careful attention to professional boundaries and their communication approach if they raise an issue internally, noting: “The most effective strategy involves framing requests for support in terms of professional development and collaborative problem-solving, rather than expressions of uncertainty or distress.”

This involves articulating specific questions, providing relevant context without compromising confidentiality and demonstrating preliminary analysis of the situation.

Crucially, Ms Lee stresses the importance of clearly documenting the process of seeking guidance, including records of advice given, the rationale for decisions made and the outcomes achieved.

She notes that such documentation would support future decision-making and provide audit trails when necessary.

Ms Lee notes that progressive organisations increasingly recognise the need for HR professionals to also have support structures comparable to that enjoyed by other departments.

She points out that HR and supervisors typically conduct check-ins at the 30-, 60- and 90-day marks to align job responsibilities and expectations.

These regular one-on-one meetings differ from standard performance reviews, as they should focus on professional growth, case management skills and organisational culture adaptation.

These emphasise learning and confidence-building in complex decision-making, she adds.

Ms Lee says companies with support systems for HR professionals typically see reduced turnover in such roles, improved decision-making and better risk management.

She adds that companies need to first recognise the positive impact HR professionals can have on an organisation’s culture and its employees.

“The organisations that understand this connection and invest accordingly position themselves for sustainable success in human capital management,” notes Ms Lee.

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