Three Mantras for HR Success

As a young HR professional starting my career at Easun Reyrolle Relays & Devices Ltd in Hosur, I had the privilege of working under the mentorship of T Venkatesh, the Personnel Manager. In our very first meeting, he imparted three invaluable mantras that shaped my approach to HR over the next 40 years. Each of these mantras has served as a guiding principle, helping me navigate the complexities of the workplace. Here, I’ll explore these three principles in detail and share personal examples of how they played out in my journey.

1. Keep Your Eyes & Ears Open, but Your Mouth Shut

In HR, observation and listening are key skills. It’s important to always be aware of what’s happening around you, collecting information and assessing situations carefully before speaking. But just as important is the principle of speaking in a measured way. HR professionals often deal with sensitive and confidential matters, and any loose talk can easily be taken out of context or misinterpreted.

When HR speaks carelessly, it can lead to unintended consequences. People may extrapolate even casual remarks, and this can harm HR’s credibility. HR professionals should always communicate thoughtfully, ensuring that what they say is clear, purposeful, and aligned with the organization’s interests.

Example: I recall an instance where I was dealing with a potential restructuring plan. Some casual remarks made in an informal setting were taken out of context by employees, leading to unnecessary panic about job security. From that moment, I realized how critical it was to weigh every word carefully. From then on, I ensured that any communication, whether formal or informal, was deliberate and well-considered, to avoid misunderstandings.

2. Learn to Say “No”

In HR, you’re often asked to meet the demands of both management and employees, but there are times when you have to say “No.” Learning how to say “No” effectively and without damaging relationships is one of the most valuable skills in HR. Saying “No” isn’t just about rejecting requests—it’s about standing your ground when a decision isn’t in the best interest of the organization or the employees.

This includes saying “No” to employees when their demands are unreasonable or unsustainable. The art of saying “No” lies in the way it’s communicated. It’s important to be empathetic, explain your reasons clearly, and where possible, offer alternatives. When done correctly, employees may still be disappointed but will respect the transparency.

Example: I once faced a situation where employees requested a significant increase in benefits during a period of financial uncertainty for the company. While I understood their concerns, I had to say “No.” However, I ensured that my response was thoughtful and transparent, explaining the financial constraints and offering smaller, more feasible adjustments as a compromise. It was a delicate conversation, but by explaining my rationale clearly and offering alternatives, I managed to maintain trust and avoid damaging relationships.

3. Always Toe in Line with Management, or Quit

The third mantra is about alignment with management. HR’s role is to support the company’s direction while acting as an advocate for employees. However, if you find that your values no longer align with management decisions, it’s better to leave than to stay and complain. Staying in a company where you can’t align with leadership or feel unsupported erodes your credibility.

There is no point in staying at a company and constantly criticizing the management’s decisions behind the scenes. Such behavior will lead to a loss of trust among employees and peers, and may even lead to being fired. If you cannot support the management’s direction, the best course is to leave the organization on good terms, preserving your integrity.

Example: In one of my later roles, the company was planning to downsize without offering fair severance compensation. This decision conflicted with my values, and I voiced my disagreement. Management remained firm, and rather than stay and criticize the decision or complain about the lack of support, I chose to resign. Staying and complaining would have damaged my credibility with both employees and management, and could have eventually led to my dismissal. It was better to leave with my professionalism intact than to erode the trust I had built over the years.

These three mantras—keeping your eyes and ears open, learning to say “No,” and knowing when to align or leave—are principles that have guided me throughout my HR career. They have helped me navigate complex workplace dynamics with integrity, professionalism, and wisdom. HR is a demanding role, but with careful observation, thoughtful communication, and a strong sense of personal values, it is possible to thrive and make a meaningful impact. T Venkatesh’s advice has served me well, and I hope these lessons resonate with fellow HR professionals on their own journeys.