

HR Communicator Diagnostic

total_score

I mostly listen. I’m afraid that if I speak, my English won’t sound professional enough for my role.

I speak if someone asks me directly, but I keep it very short to avoid making mistakes.

I speak regularly, but when the topic is complex, it’s difficult for me to find the right words.

I participate actively and feel comfortable sharing my ideas as they come to me.

Q1 — Giving Difficult Feedback

I freeze, get stuck, or stay completely silent to avoid making a mistake.

I am afraid of sounding aggressive or offending the other person, so I try to be as polite as possible.

I don’t want people to think that I’m incompetent, so I try to explain everything down to the smallest detail.

I stay calm, express myself clearly, and find the right balance between diplomacy and assertiveness.

Q2 — Disagreeing in a Management Meeting

“I’m sorry... I have a lot of meetings today. Can we speak next week instead? Is that okay?”

“Your work is okay, but maybe some parts are not so good? It’s fine, don't worry, but maybe try to be more careful next time?”

“The report was late, and then the numbers were wrong. I saw the numbers, and they were wrong, and I thought, 'this is not good'. Your colleague pointed it out as well. We really need to be better because everyone is waiting for the data.”

“I’ve noticed a drop in your report quality. This delays the whole team. What do you need from me to fix this by Friday?”

Q3 — Salary Negotiation

(Silence) ... “Okay. If you think that is best. I understand.”

“Oh, are you sure? Maybe the people will be sad? I think it is a little bit bad to skip it, but it’s your decision.”

“I think reviews are very important. People want to talk to us. If we don't talk to them, they don't know if they are doing a good job. We need to give them feedback. It is much better for the company to talk to people every time, especially now.”

“I disagree. Skipping reviews will hurt morale, and we will lose critical data. I suggest we keep them, but make them shorter.”

Q4 — Explaining an HR Decision

“Sorry. The budget is very small this year. I can't change it.”

“I am so sorry. I really like your work. I asked the manager for more, but they said no. Please don’t be angry with me, it’s not my decision.”

“We looked at the market, and the market is not growing much. And your position in our system is already at the top. Also, the company's results this year were not as good as last year. So this is the final number we can give now.”

“This offer is based on the current market rate and your performance. It is our final offer for this year. Let’s discuss your development plan for the next six months instead.”

Q5 — Answering a Difficult Question on the Spot

“Uhm... I don't know. Maybe... ask Peter? He was on that project too.”

“Well, we just thought they were good? They had good reviews, and they were very nice when we talked to them, so we just tried them.”

“We talked to many agencies. This one had a good price. And they also have a good system for finding people. We saw their website, and we liked how they work. So we decided to try them first to see if it works for us.”

“We chose them for three reasons: their specialised database, their 48-hour response time, and their success rate in this specific region.”

Q6 — Leading a Difficult Conversation

“It is... difficult. There are many risks. I will send you a long email later today. Is that okay?”

“I think some people will be unhappy. Maybe they will want to leave? I don't know if this plan is a good idea right now.”

“The main risk is that people are tired. They already have too much work. If we change everything now, they will get more tired and maybe they will go to another company. We need to be very careful with how we talk to them about this change.”

“The primary risk is losing our senior engineers. I recommend announcing a retention bonus alongside the restructure to prevent this.”

HR Communicator Diagnostic

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