Forum: Giving HR practitioners the confidence to uphold professional standards

Forum writer Gwendolen Lim Jing Yun's letter, 'What can HR practitioners do if management disregards advice?' (Sept 2), raises an important question for the HR profession. HR professionalism is tested not when decisions are straightforward, but when professional advice is given and management decides not to act on it. As organisations navigate manpower constraints, cost pressures and operational demands, HR practitioners may sometimes find workplace, employment or manpower requirements in tension with business priorities. HR's role is not simply to say 'no' to management, nor to defer responsibility once advice has been given. HR professionals have a duty to help organisations understand their obligations, assess risks and make informed people decisions. This requires balancing business realities with legal, ethical and workforce considerations. When professional advice is not accepted, practitioners should ensure that recommendations are evidence-based, properly documented and, where necessary, escalated through appropriate channels. While management ultimately makes business decisions, HR professionals must continue to exercise sound professional judgment, particularly where legal, regulatory or ethical concerns arise. Where serious concerns remain unresolved, practitioners should also be aware of the appropriate channels for seeking guidance or reporting infringements. These are not merely questions of compliance. They concern the support, clarity and confidence HR practitioners need when navigating difficult situations. What should be documented? When should concerns be escalated? How can practitioners seek guidance when professional advice is not accepted? These practical questions deserve continued attention as we strengthen the profession. Raising standards is not only about establishing professional benchmarks, but also giving practitioners the knowledge, judgment and confidence to apply them in practice. Here, the Institute for Human Resource Professionals (IHRP) has an important role to play, in providing practical resources for handling workplace issues through its playbooks, webinars, masterclasses, learning journeys and events. IHRP's professional community also connects practitioners with experienced HR leaders, who can serve as sounding boards when complex decisions arise. The broader tripartite and professional ecosystem, including the Singapore National Employers Federation, National Trades Union Congress, and Singapore Human Resources Institute, also provides avenues for professional development, peer learning and support. Ultimately, this is not about positioning HR against management. It is about strengthening decision-making within organisations. Responsible organisations succeed by balancing operational priorities with their obligations to employees, regulators and society. Aslam SardarChief Executive OfficerInstitute for Human Resource Professionals