From Hotels to Higher Ed: Dr. Cynthia Chan on HR, Ethics, and the Evolving Workforce
How real-world challenges—from gender bias to manual HR systems—shaped an academic career focused on ethical decision-making and organizational culture.
Most of us remember our first job for the work we did—but some remember it for what they were made to do without. For Dr. Cynthia Chan, that meant running HR operations manually in a hospitality setting that hadn't yet invested in systems. Payroll by pen. Compliance by memory. Mistakes? Not an option.
Her journey from hotel HR to academia wasn’t planned—but like many transitions, it was fueled by a mix of unfair treatment, reflection, and the encouragement of the right people at the right time. In this conversation, Dr. Chan walks us through the manual trenches of early-career HR, why organizational culture makes or breaks performance, and how ethical ambiguity in business inspired her PhD.
Whether you’re an HR practitioner, startup founder, or someone just trying to make sense of people at work, this one's worth the read.
Rei: Thank you for taking the time to speak with us today, Dr. Chan. To start, could you give us a brief background on your experience and specialisation in human resources?
Dr. Chan: Certainly. I hold three degrees in Human Resource Development, all obtained from Universiti Putra Malaysia. My career began with a pre-opening team for one of Dorset Group’s properties, Maytower Serviced Apartments, which was later rebranded as Dorset Serviced Residences. Over time, the company sold the property, but that was where I first stepped into the HR world as a Training and HR Executive.
In that role, I helped the company set up operations pre-opening and trained employees in operational tasks such as front office management, housekeeping, and kitchen operations. Later, I joined a Dubai-based company that specialized in setting up businesses in the hotel industry. Again, I worked on pre-opening operations but faced the challenge of working with manual systems since investors were often reluctant to invest in technology at the early stages. It was a hands-on experience that taught me how to navigate and streamline HR processes manually.
Rei: That must have been challenging. Could you share some key lessons from working manually in those early days?
Dr. Chan: Absolutely. One critical learning was attention to detail. For example, when dealing with forms for EPF or SOCSO, even minor errors like using the wrong ink color or improper signatures could result in rejection. Although tedious, this process taught me the importance of precision and compliance. It also helped me deeply understand processes that are now automated but were entirely manual back then.
However, despite these challenges, I owe much of my growth to those experiences. When you go through obstacles firsthand, the lessons stay with you longer. These early years shaped my mindset and approach to HR.
Rei: What prompted your transition from industry to academia?
Dr. Chan: While working in Dubai, I encountered gender discrimination when I was passed over for a promotion solely because I was a woman. Even though my General Manager, who was Malaysian, supported me and believed in meritocracy, the company insisted on appointing a male candidate with no relevant experience. Frustrated by this unfair treatment, I made a bold decision to resign with 24 hours' notice.
After taking some time off, my former supervisor at Universiti Putra Malaysia encouraged me to pursue further studies. I completed my Master’s degree and eventually enrolled in a PhD program after her continued encouragement. My PhD research focused on ethical decision-making in the workplace, particularly in the hotel industry.
Rei: Fascinating. Could you elaborate on your PhD research focus?
Dr. Chan: My research explored ethical decision-making and values in the workplace, particularly among first-line managers in the hospitality industry. This topic stemmed from my own experiences observing gray areas in ethical practices—such as accepting gifts from suppliers or customers—in companies that lacked clear codes of conduct.
For example, during my internship at Berjaya Group, I noticed they had explicit policies about ethical behavior—such as disallowing staff from taking home supplier samples—which weren’t present in other organisations I joined later. This lack of clarity created conflicts and inconsistencies. My research aimed to develop an ethical decision-making model that integrates organisational culture into operations.
Rei: You mentioned organisational culture. How does it impact employee performance across industries?
Dr. Chan: Culture plays a vital role in shaping employee behavior and customer experience. For instance, in the hotel industry, there’s typically a strong culture of warmth and attentiveness because we often work and live together in close-knit environments like hostels provided by the organization. This fosters a family-like atmosphere.
In contrast, other industries may have more transactional cultures where employees come to work and leave without much interaction beyond their immediate tasks. This difference significantly impacts how employees engage with customers and colleagues.
Service-oriented industries like hospitality often emphasize going the extra mile through training programs such as “Extra Miles” training for customer service teams. Employees are trained not just to follow SOPs but also to deliver personalised touches—like offering complimentary bouquets for anniversaries or birthdays—within company guidelines.
Rei: That’s an interesting point about balancing SOPs with a human touch. What’s your perspective on newer generations of workers who emphasize doing only what they are paid for?
Dr. Chan: This trend can be linked to how younger generations were raised. Unlike older generations who grew up in environments emphasizing loyalty and hard work as core values, today’s younger workers often grow up with both parents working and their needs meticulously planned out for them. They’ve been conditioned to expect clear boundaries: “You pay me for this task; I do only this task.”
They’ve (Younger Workers) been conditioned to expect clear boundaries. - Dr. Chan.
For HR managers, this requires a shift in approach. It’s essential to set expectations during the hiring process—letting candidates know that feedback, both positive and constructive, is part of professional growth—and ensuring they understand that criticism isn’t personal but meant for development.
Rei: Speaking of feedback and development, how should HR navigate situations where employees resist constructive criticism?
Dr. Chan: It comes down to preparation and communication. During onboarding or interviews, HR should clearly outline what employees can expect regarding workplace culture and managerial feedback. For instance, if a manager is known for being straightforward or blunt, new hires should be prepared for this style to avoid feeling blindsided.
Additionally, organizations could invest in mentoring or counseling programs where employees can process criticism constructively rather than taking it personally or escalating conflicts unnecessarily.
Rei: In your view, where should HR draw the line between advocating for employees and addressing poor workplace practices?
Dr. Chan: The line lies in consistency and clarity within organizational policies. The employee handbook should clearly outline expectations for both employees and managers—this includes delineating tasks within job descriptions while also addressing how overtime or additional duties are handled.
HR must also act as a mediator when conflicts arise by investigating thoroughly before taking action. For instance, if an employee feels penalized for not working beyond their hours, HR should ensure that no unreasonable demands are being made while also considering whether the employee fulfilled their responsibilities during regular hours.
Rei: What advice would you offer HR practitioners navigating today’s rapidly evolving workplace?
Dr. Chan: HR professionals must embrace adaptability and continuous learning. Technology like AI is transforming traditional HR functions such as recruitment and training into more efficient processes—but the human element remains irreplaceable.
HR should also adopt a proactive approach by aligning talent development with organizational goals. For example, offering clear career progression paths can help employees feel valued and motivated to stay longer with the organization.
Lastly, HR should position itself as a strategic business partner rather than merely an administrative function. By integrating HR into decision-making processes—such as workforce planning for new projects—companies can align their talent strategies with long-term objectives.
Rei: That’s excellent insight, Dr. Chan. Thank you for sharing your journey and expertise with us today!
Dr. Chan: Thank you for having me—it’s been a pleasure!
Dr. Chan’s path reminds us that HR is more than compliance—it’s culture, context, and choices. A few takeaways that stood out:
Manual processes can teach precision that automation often hides.
Early setbacks, like gender discrimination, can redirect us to more aligned paths.
Ethics and values aren’t just HR buzzwords—they need policy clarity and leadership reinforcement.
Generational shifts in work attitude require clearer communication and expectation-setting from HR.
HR's strategic role means being embedded in decision-making, not just enforcing the rules.
Have you experienced similar ethical grey areas or cultural shifts at work? We’re always open to stories—reply if you’d like to share.
About Dr. Cynthia Chan
Dr. Cynthia Chan is an accomplished expert in Human Resource Development with extensive experience in both the hospitality industry and academia. She holds three degrees in HR Development from Universiti Putra Malaysia and has worked in HR roles across various companies, including a Dubai-based firm specializing in hotel setups. Dr. Chan’s academic journey, fueled by a passion for ethics in the workplace, led to her PhD research on ethical decision-making in the hospitality industry. She is dedicated to shaping organizational culture, driving employee performance, and promoting clear communication and ethical practices in HR.