Communication Fundamentals

 

Whether it's an impromptu chat in a hallway with a stakeholder or a thoroughly orchestrated initiative like introducing a new performance management system across the organization, HR professionals can apply the same foundational knowledge, skills, and abilities in both scenarios.

Applying HR Competencies

By leveraging various HR competencies, an assistant HR director in a public school system managed to balance institutional priorities with employee concerns. New hires often needed reminders that the primary mission of the district centered on students, while staff needs, though important, were secondary. In one case, a newly hired teacher requested a two-week leave early in the academic year to go on her honeymoon.

Although the HR professional empathized with her situation, she had to explain why the leave could not be granted. The presence of a substitute for that length of time, especially so early in the term, could hinder the children’s learning and emotional stability—particularly given their young age and need for consistent care.

Complicating matters further, the district's educators were unionized. The HR leader wanted to preserve a positive relationship with the union while still protecting student interests.

The real challenge lay in conveying the rationale in a way that encouraged the teacher to understand the wider implications—how the absence would affect her students, frustrate parents, and shift responsibilities onto her colleagues. Ideally, this would lead her to reconsider without escalating the issue into a union grievance.

After an open and respectful conversation, they reached a compromise. The teacher was approved for an extended weekend for her wedding and would postpone the honeymoon until the summer break.

Thanks to the HR professional’s strengths in Communication, Leadership and Navigation, and Relationship Management, the issue was resolved constructively, and trust was maintained between all parties involved.

Communication Competency: A Comprehensive Overview

 Definition:

Communication is the knowledge, skills, and abilities (KSAOs) required to:

• Craft and deliver clear, concise, and informative messages;

• Actively listen and respond empathetically to the concerns of others;

• Translate and transfer information across different levels and units within an organization.

Why Communication Is Core to HR

In the field of Human Resources, communication is not a single skill, but a complex and dynamic set of behaviors and tools that influence every aspect of the profession—from frontline service delivery to high-level strategic planning. It plays a foundational role in:

• Handling employee relations and grievances

• Mediating conflict

• Explaining policies and procedures

• Leading change initiatives

• Communicating organizational values

• Reporting and recommending to senior leadership

• Delivering training

• Ensuring compliance and transparency

Regardless of seniority, from HR assistants to CHROs, communication is a daily tool, and improving this competency enhances both internal influence and organizational credibility.

Negotiating

 Proficiency Indicators:

The following are key indicators of proficiency in negotiation:

• Complies with all relevant laws and regulations concerning negotiation and bargaining.

• Demonstrates understanding of the needs, interests, concerns, and bargaining positions of all parties involved.

• Assesses ongoing progress toward a mutually acceptable agreement.

• Identifies ideal outcomes and monitors progress toward achieving them, knowing when to conclude negotiations appropriately.

• Maintains professionalism throughout the negotiation process.

• Makes reasonable concessions to support progress.

• Reaches mutually beneficial agreements in complex or high-stakes negotiations.

• Establishes clear boundaries and authority for negotiations on behalf of the HR function.

• Negotiates effectively with both internal and external stakeholders, especially in critical discussions.

Key Concepts:
Negotiation styles and strategies may include:

• Perspective taking

• Principled bargaining (interest-based or integrative bargaining)

• Auction-style negotiation

• Position-based bargaining

Negotiating for Mutual Success

Effective negotiation is rooted in collaboration—where both parties seek outcomes that meet their most important needs.

Competency in Action

An HR team is preparing to renegotiate a contract with a major HR software vendor. The team comprises a director, a senior manager, and a staff specialist. Together, they apply the Relationship Management competency to ensure a smooth negotiation process.

• The HR staff specialist establishes rapport with the vendor, communicates HR’s needs clearly, and gathers insights into the vendor’s goals. They also prepare the manager and director for productive meetings.

Conflict Resolution Modes and Reducing Unnecessary Conflict

 Conflict Resolution Modes

Exhibit 19 describes conflict resolution modes based on the work of Robert Blake and Jane Mouton. The five conflict resolution modes represent different ways of responding to two basic concerns: the task that must be accomplished and the relationships between the people in conflict.

                                             Exhibit 19: Conflict Resolution Tactics

Mode	Description	Comment
Accommodate (or smooth)	The leader restores good relations by emphasizing agreement and downplaying disagreement.	Useful when there is little time to be lost and movement forward is needed. It does not, however, address the root conflict. If the group continues, the conflict will probably recur.
Assert/ compete (or force)	The leader imposes a solution. One side wins and the other loses- hence the term "win/lose" conflict resolution.	Useful in a crisis because it resolves the issue quickly, also when authority is being challenged or when the impact on future relations with the group is minimal. Like accommodation, it does not permanently address the problem.
Avoid	The leader withdraws from the situation or accepts it, leaving the conflict to be resolved by others or remain unresolved.	Useful when the conflict will resolve soon without any direct intervention or when the conflict or relationship is not worth the time investment. Leaders should be aware that avoiding conflict can weaken their role in the organization and may damage the group by leaving a problem unresolved or allowing it to be poorly resolved.
Collaborate (or confront)	The leader and those in conflict accept the fact that they disagree and look for a "third way," a new solution to the problem of the conflict. Since both sides contribute to the solution, this may be seen as "win/win" conflict resolution.	Useful when the stakes are high, relationships are important, and time allows. (It does require time and strong interpersonal skills.) There is greater chance for an enduring, equitable, mutually satisfying resolution.
Compromise	The leader asks those in conflict to bargain-altering positions on different issues until a mutually acceptable solution is defined. The solution relies on concessions. For this reason, it is often referred to as "lose/lose" conflict resolution.	Useful for complex issues, when both sides are determined to win, and when time doesn't allow for true problem solving. Solutions may be temporary and only partially effective, but when strong personalities are involved, it does preserve the egos of all parties.

 

Taking an assertive or competitive approach typically means rejecting compromise. As a "win/lose" tactic, it aims to maximize your goals (win) at the expense of the other party's (lose). There are times when this might be the most useful or effective tactic to choose. For example, it can be effective if the other party insists on employing an assertive/competitive approach. Similarly, there are times when a firm hand during negotiations can bolster the reputation of a leader as strong and principled, for example, by refusing to bend on environmental protections. However, to insist on competing or asserting your own goals over others' will likely result in difficulties in the long run. One might develop a reputation for being difficult or impossible to negotiate with, and relationships and business will likely suffer. This can in turn cause the organization's culture to suffer, as morale and productivity drop. The important thing is to ensure that competitiveness doesn't change into something destructive or become the default. By understanding why others choose the tactics and strategies they do, conflict managers can defuse the negative aspects and consequences of competition and can work toward achieving a collaborative, mutually beneficial approach.

Managing Conflict

Conflict in organizations or between individuals is not inherently negative. In fact, it can sometimes lead to growth and innovation. However, persistent or poorly managed conflict can damage trust, undermine relationships, obscure shared goals, and hinder collaboration. From an HR standpoint, it can lower employee productivity, morale, and engagement, ultimately affecting retention. In more serious cases, unresolved conflict can increase the risk of legal issues or even workplace violence.

Competency Connection

One of HR's key roles is to help manage and resolve the diverse range of conflicts that may arise within a multicultural and multidisciplinary workforce. The following example highlights how HR can serve as a relationship facilitator using core behavioral competencies.

At a large resort in Las Vegas, the HR manager is mediating a dispute between the IT manager (from the Netherlands) and the food and beverage (F&B) manager (from Trinidad). The IT manager has refused to fix the F&B manager’s computer, claiming she has ignored his emails and shown disrespect. In contrast, the F&B manager believes her authority is being undermined when the IT manager sends long emails instructing her to fix the issue herself instead of assisting her directly.

Having worked with both individuals and reviewed their performance, the HR manager knows they are both capable and respected in their roles. During a follow-up meeting, she asks each party to adopt the other’s perspective. Though initially reluctant, the IT manager acknowledges that his emails may have been too long, explaining that his intent was to cover all potential IT issues. The F&B manager, after initially mocking the IT manager’s accent, concedes that she could have made a greater effort to follow the instructions despite her limited computer training.