Summary.    When employees have concerns, whether it’s an issue with a toxic manager or uncivil behavior from someone else on their team, they aren’t turning to HR, according to a new study. While this probably isn’t surprising to many, this finding points to an ongoing...

The way most Human Resources departments work just isn’t working for employees. Our latest study of 993 employees reveals that when they have concerns — whether it’s how they’re being treated by their manager or uncivil behavior from a peer — they would rather reach out to most anyone before turning to someone in HR. First, they turn to their manager; then they go to a trusted colleague. If either of those lifelines fail, they attempt to handle the issue themselves. In fact, employees would even go to another leader in their organization or do nothing at all before turning to HR!

This isn’t news to many people, and, ironically, an HR evolution has been underway for decades. The goal has been to turn the reactive and compliance-focused HR model of yesteryear into one where leaders are seen as both trusted executive partners and employee advocates. In this approach, HR leaders have a seat at the leadership table to advise executives on culture and speak up for employees and their needs.

And yet our study clearly shows that few HR functions are making good on that second role. Despite efforts to transition from compliance officers to employee advocates, people still lack confidence in HR. Does this matter? And if so, what is to be done?

Some HR leaders might be tempted to brush this finding off, arguing that it’s a good thing employees are turning to their managers. But our study shows the preference to talk to a manager says more about how low confidence is in HR than it does about how high trust is in team leaders. According to our survey respondents, nearly half (47%) don’t feel safe sharing their frustrations with and confiding in their manager either. They are also not confident their manager will advocate for them.

Ultimately, many employee concerns — whether big or small — are going unheard and unresolved. And that’s not a risk leaders should be willing to take.

When we inquired about employee’s reluctance to turn to HR, we found that 37% of respondents believe HR is more interested in advocating for their company than they are for them. The top concerns employees felt comfortable sharing with HR were typical policy or compliance issues such as sexual harassment, discrimination, and ethics. But when it came to culture or morale concerns such as harmful interpersonal conflicts, how leaders communicate with their teams, and how strategy, vision, and directives are delivered, HR leaders remain in the dark. Respondents said they fear their HR leader doesn’t have the power to influence change and, even if they did, the needs of the company would take precedent. But what can be done? How can the HR team rebrand from one that tows the company line to one that puts employees — and their concerns — first?

The bottom line is that everyone deserves to have their voice heard and to not be silenced, especially as it relates to their employee experience. Ideally, every employee would feel comfortable raising concerns with the people they directly work with — their managers and their peers. Yet our research over the last three decades shows most people struggle to speak up when it comes to emotional or high-stakes conversations. This is where HR can, and should, play a role, helping to advocate for employees.

When employees view HR as more than compliance officers and instead as coaches, mentors, and mediators, they will begin to trust in a system that advocates for their needs first and foremost. Whether you lead the HR function in your organization or work in one, below are three approaches we believe you should adopt to better address the interpersonal challenges and cultural concerns employees navigate daily.

Advocate as a Coach

HR leaders can advocate for concerned employees by coaching them on how to have difficult conversations with their colleagues and managers. For example, how do you tell your manager you’re burned out? How do you disagree with a colleagues’ opinion on the project timeline? How do you raise the flag on a toxic culture?

Supporting employees through these types of interpersonal conflicts begins by listening to the employee and asking non-judgmental, open-ended questions. Next, role play the conversation with the employee, discussing appropriate ways to approach their manager or colleague and offer insight into how this interaction might play out.

You don’t need to be present when the conversation takes place, but instead help the employee prepare for the conversation, offer insights, and follow up with additional coaching sessions that encourage and enable them to resolve their own problem. A coach demonstrates concern and interest in someone’s growth rather than simply viewing them as a one-time problem to be solved. In turn, people trust coaches and seek out their support.

Advocate as a Mentor

If and when employees come to HR with unresolved interpersonal conflicts like failing to reach alignment or agreement on important projects, differences in communication styles, or even issues of disrespect, see it as a mentorship opportunity.

Rather than using the opportunity to document or take corrective action, serve as a neutral sounding board and encourage the employee to reflect on past experiences that may inform the current one. Jointly identify areas where they have not shown up well — both in the past and especially in the present conflict. Suggest interventions and next steps. Offer support and encouragement.

Mentors also walk the talk by demonstrating healthy interpersonal skills. These skills include mastering the story you might be telling yourself about others before acting on potentially unfair judgements, looking for mutual purpose when you seem to be at odds, and making it safe for others to engage in dialogue by demonstrating respect and understanding. People feel more confident asking for advice and support from someone who expertly demonstrates the skills they are seeking.

Advocate as a Mediator

The third approach is to step in as a mediator when the situation the employee facing isn’t solvable alone. In this case, you can hear the viewpoints of each side independently and then bring the two sides together for a healthy and productive conversation. Begin by setting ground rules at the outset of the meeting, which include allowing each side to tell their story. Ask each party to describe facts and behaviors rather than conclusions. For example, “You raised your voice and said I was behind on my deadline” instead of “You think I’m lazy and incompetent.” Restate their viewpoints so both sides feel heard and then identify areas of mutual purpose and respect (e.g., “You’re both committed to delivering a high-quality product.”) and then build possible solutions from there. This can be a productive approach to nudge the two sides to a solution. It’s imperative that you mediate in a way that is neutral and unbiased.

If employees aren’t coming to you with concerns now, it will take time to change the reputation of your function to the point where they feel safe. By investing in the skills needed to fulfill the three roles outlined above, you not only help employees who need your support, but you will also help yourself. HR leaders who are seen as trusted employee advocates get an inside view on cultural and operational challenges that if resolved, position the company for future success.