HR on the Ground: Shantini’s Journey Through People, Policy & Practice
From union negotiations to tech transitions, one HR generalist’s take on navigating complexity with heart and law.
When someone describes themselves as a “full-spectrum HR professional,” you know the conversation is going to cover ground. In this interview, I spoke with Shantini, whose 10+ years in HR span everything from industrial relations in union-heavy environments to regional roles across tech, F&B, and even event management. What started as a shift from law school (thanks to her mum’s encouragement) has grown into a people-first career shaped by high-conflict negotiations, cross-cultural insight, and a strong belief that HR is more than just compliance and admin.
Rei: Thank you for joining me today. To start, could you please share some background information about yourself?
Shantini: Certainly. You can address me as Shantini. I have over 10 years of experience in Human Resources, primarily as a generalist rather than specializing in a specific HR area. My experience covers a wide range of HR functions including employee engagement, employee relations, industrial relations, recruitment and selection (now often called talent acquisition and development), labor matters, payroll, and compensation and benefits.
I have worked across several industries. I began my career in the construction industry for three years while pursuing a Master's degree in Human Resource Law at Universiti Utara Malaysia. After completing my studies, I moved to Assunta, which operates in the hospital sector. There, I managed union and industrial relations matters, which was quite challenging.
Later, I transitioned into the IT industry, working with a company that operates in Malaysia, China, and Dubai. Over time, I gained experience across IT, construction, healthcare, F&B, event management, and automotive sectors. I consider myself a full-spectrum HR professional.
Rei: That’s an impressive range. What are you currently doing?
Shantini: At the moment, I am on a career break. I recently completed a certification course in Industrial Relations and am exploring new opportunities. I have a few offers and expect to join a new role soon.
Rei: Have you ever questioned your career path in HR? What motivated you to continue?
Shantini: Yes, initially I did not plan to pursue HR. My original degree was in law (LLB Hons), but I quit after the first year. My mother encouraged me to try HR, so I switched to a Bachelor’s degree specializing in Human Resource Management. I discovered that I really enjoy HR because it involves interacting with diverse people and managing different personalities and cultures.
Although my initial passion was to be a lawyer, I found HR to be a rewarding and challenging field that suits me well. Handling people is never easy, but I find it fulfilling to navigate the complexities of employee behavior and workplace dynamics.
Rei: Given that HR often requires balancing company needs with employee interests, can you describe a situation where you faced high tension and how you managed it?
Shantini: One of the most challenging experiences was handling union negotiations at a hospital. The union members were very passionate and sometimes aggressive, which made the process difficult. Their approach was often confrontational—they could be threatening or use strong language—which was tough on my mental health.
The negotiations were emotional and intense because the issues were perceived as serious by the union members, even if they were minor from a management perspective. This experience taught me a lot but also made me realize that such high-conflict environments are not where I want to focus my career.
Rei: Were you negotiating alone or with colleagues?
Shantini: There were colleagues present during negotiations, but the emotional intensity was still overwhelming for me personally. It was a significant learning curve.
Rei: What is one thing you wish business leaders understood better about the role of HR?
Shantini: Many business leaders view HR as merely administrative—handling paperwork, compliance, and rules—but they don’t fully appreciate HR’s strategic value. HR contributes significantly by recruiting the right talent, advising on organizational development, and fostering a positive work environment.
Especially in small to medium enterprises (SMEs) or startups, business leaders often overlook HR’s role in driving business success through people management. They tend to focus on revenue-generating departments like sales or finance but underestimate how effective HR strategies can impact productivity and company culture.
"HR is about humanity—balancing fairness to both staff and the company. If the company fails, everyone is affected."
Rei: With talent drain being a common issue due to better opportunities abroad and flexible work options overseas, what advice would you give to local employers?
Shantini: Employers need to adapt to current market trends by embracing flexibility and prioritizing employee well-being, especially mental health. Governments have introduced flexible work arrangements (FWA), which companies should consider adopting to remain competitive.
Employees now value work-life balance more than rigid office hours. Offering options like remote or hybrid work can boost productivity and retention. SMEs must recognize this shift to attract and keep talent who might otherwise prefer multinational companies with more attractive benefits.
Rei: Lastly, what is your view on AI’s impact on HR roles? Will it complement or replace human effort?
Shantini: AI is increasingly automating tasks across many sectors, including HR—especially administrative duties like payroll processing or onboarding paperwork. However, the human element remains essential in HR.
While AI can assist with routine tasks and idea generation (like ChatGPT), it cannot replace the nuanced understanding and empathy required for managing people effectively. Therefore, AI will complement HR work by reducing redundant tasks but will not replace the need for human intervention in employee relations and strategic decision-making.
Rei: Thank you very much for your insights, Shantini.
Shantini: You’re welcome.
Key takeaways from Shantini’s journey:
HR is rarely a straight path—it often starts with a detour, and that’s okay.
Real-world experience, not just policy knowledge, is what builds confidence in handling difficult employee situations.
Emotional resilience matters, especially in high-stress environments like union negotiations.
SMEs often undervalue HR’s strategic role—but that perspective is shifting, slowly.
Flexibility and employee well-being are no longer “nice to have”—they’re essential for retention.
If you're an HR professional navigating similar waters or a business leader rethinking how you view your HR team, Shantini’s reflections offer a timely reminder: empathy and strategy are not opposites. They're the heart of good people management.
About Shantini
Shantini is an experienced HR generalist with over 8 years of hands-on work across industries including construction, healthcare, retail, tech, and automotive. She holds a Master’s in Human Resource Law (Distinction) from Universiti Utara Malaysia and has led initiatives such as HRIS implementation, employee training across all levels, and policy development for both startups and SMEs. With over 18 certifications from bodies like Google, MIHRM, and UKM, Shantini continues to contribute as a practitioner and trainer—sharing real-life lessons that blend legal knowledge with practical HR execution.