By Associate Professor Dr. Jakaria Dasan, Faculty of Business, Economics and Accountancy, Universiti Malaysia Sabah

In every organization, tough decisions must be made at some point. These decisions are usually bold, strategic, and meant for the long term. However, if they seem sudden or confusing, they become unpopular. As the saying goes, “a weapon can turn on its owner.”

Both corporations and governments experience this. It's known as a daring approach in the corporate world. However, it can result in losses if the market is misinterpreted. In politics, it can be risky; a kamikaze’s move in which one wrong move can lead to downfall.

In Human Resources (HR), such incidents have the power to alter team spirit, trust, and morale in human resources. These unpopular decisions are often known as restructuring. It brings changes that may cause worry or doubt among employees and the public. However, the choice should be given a fair shot if the modifications attract talented and charismatic individuals.

Understanding Unpopular Decisions in HR. This article looks at how tough decisions affect people in an organization, especially from an HR view. It explores how HR leaders can manage negative reactions and safeguard the culture of the organisation.

Restructuring: Strategy vs. Perception. Restructuring is frequently required for major decisions, such as employing new personnel, reorganising teams, or replacing leaders. To remain competitive, HR might view this as the best course of action. However, workers may believe: "Wrong person, wrong time." Staff feel shocked and trust may drop. If communication is poor, rumors spread. What HR sees as smart may feel like punishment to staff. What matters is how changes are made and how they are felt.

Leadership Lessons: Silent Impact. Consider this scenario: a beloved manager is replaced by a talented but unheard-of leader. It makes strategic sense because the company is looking for new talent. However, there is a significant emotional impact on the team. Faith in the former leader is replaced with mistrust and scepticism. The actual issue? Ineffective communication, or the worst a poor communication. The team was not prepared by management. Thus, the abrupt adjustment was painful and perplexing. The team might stay unstable for a while even if the transition is successful.

The True Price of Unpopular Choices. From an HR perspective, the harm manifests itself in more ways than just numbers. Firstly, low employee engagement: Confusion, mistrust, and even hatred result from a lack of explanation. Secondly, leadership credibility declines: Leaders appear self-centred in the absence of candid discussions. Thirdly, workplace culture suffers: Team ties are weakened by restructuring in the absence of common values. These issues might not be included in reports, but they will be discussed in meetings, office gossip, and watercooler conversation.

HR's Role in the Crisis. One aspect of HR's work is making unpopular decisions. However, the impact can be lessened by taking wise actions: 1. Don't be a surprise by telling the story early. Talk about the "why" before the "what." 2. Involve unofficial leaders: There are influencers on every team. Get their help as soon as possible. 3. Be ready for emotional responses: Denial, rage, or rejection can accompany even positive changes. Plan how to help staff cope.

When Care and Courage Collide. In human resources, we have to balance strategy with people's emotions. Not all decisions that are unpopular are bad. However, they can cause scars if done incorrectly. When made by the wrong person, in the wrong way, or at the wrong moment, even the best choice can backfire.
HR is responsible for managing emotions in addition to systems. When bold moves are needed, HR must translate logic into human stories. Because people remember how something happened, not just what happened.

About the Author:

Dr. Jakaria Dasan is an Associate Professor at the Faculty of Business, Economics, and Accountancy, Universiti Malaysia Sabah (UMS). He specializes in Human Resource Management and has experience in both industry and university HR roles.