Beyond soft skills: Why human connection is the future of work

“There’s nothing soft about resolving conflicts, leading difficult conversations, or ensuring alignment across a global team. These are power skills—the ones that determine whether an organisation thrives or just survives.” — Dr Damini Chawla, Communication Coach and Keynote Speaker

In the first part of our discussion with Dr Damini Chawla, we explored her journey from dentistry to communication coaching and the power of her Speak Human framework. Now, we delve deeper into the critical role of communication in the modern workplace and how HR leaders can cultivate a more human-centric culture.

Many organisations prioritise technical training while neglecting communication skills, a gap Dr Chawla finds perplexing. “Because communication feels ‘invisible—until it’s broken,” she told HRM Asia. “No one notices clear communication when it’s working, but the moment there’s a misunderstanding, tension, or conflict, it becomes glaringly obvious.”

Part of the problem, Dr Chawla noted, lies in how communication is categorised. Labelled as a “soft skill,” it is often overshadowed by technical and role-specific competencies. However, she advocates for a rebranding: “There’s nothing soft about resolving conflicts, leading difficult conversations, or ensuring alignment across a global team. These are power skills—the ones that determine whether an organisation thrives or just survives.”

For HR leaders, the key to shifting this narrative lies in quantifying the cost of poor communication. Lost productivity, increased turnover, and workplace tensions all trace back to communication gaps. Framing communication as a business-critical skill elevates its importance on organisational agendas.

Fostering courageous conversations to drive DE&I

A hallmark of Dr Chawla’s coaching philosophy is the promotion of courageous conversations—dialogues that challenge biases, address exclusion, and foster inclusivity. “Courageous conversations are the ones that make us slightly uncomfortable but leave us infinitely better for having them,” she explained.

However, fostering these discussions requires a cultural shift within organisations, particularly in how HR is perceived. Citing a 2022 survey by UKG, Dr Chawla highlighted that nearly 70% of employees do not fully trust HR, with some viewing it as adversarial.

To rebuild trust and position HR as a facilitator of inclusion, she recommended three key strategies:

1. Normalising learning over punishment: Employees hesitate to engage in diversity, equity, and inclusion (DE&I) discussions if they fear backlash for using incorrect language. HR can create a culture where mistakes are met with guidance and education instead of reprimand.
2. Reposition leadership as dialogue facilitators: DE&I is not about corporate statements but real, human conversations. Leaders should be trained to guide discussions with empathy, openness, and a focus on listening.
3. Proactively create spaces for dialogues: Structured forums, anonymous Q&A sessions, and storytelling initiatives can invite diverse voices and foster meaningful conversations.

“DE&I isn’t a one-time workshop or an HR initiative—it’s an ongoing, evolving, and deeply human conversation,” Dr Chawla emphasised. “By reshaping their role and engaging employees as partners, HR can become the enablers of real, courageous change.”

Ultimately, Dr Chawla believes “the future of work is human.” In a world increasingly driven by AI and automation, she argued that “workplaces aren’t just systems—they’re ecosystems of people.”

“The future of work isn’t about replacing humans; it’s about amplifying what makes us uniquely human—empathy, creativity, connection,” she asserted.

In practical terms, this means recognising employees as “whole people,” rethinking productivity to measure impact and wellbeing, and prioritising “real conversations over corporate speak.”

And if HR leaders could take one immediate step to build a more human-centric workplace, Dr Chawla suggested auditing meetings. “How many are actually fostering connection, inclusion, and meaningful exchange?” she asked. “Trim the unnecessary ones and turn the essential ones into spaces where real dialogue that leads to actionable innovation and growth happen—not just status updates that could have been sent via email.”

As organisations grapple with rapid change, Dr Chawla’s insights highlight the critical role HR plays in shaping the future of work. By reframing communication as a power skill, championing courageous conversations, and embracing a human-centric approach, HR leaders can create environments where employees feel empowered to thrive.

“The future of work isn’t about doing more. It’s about connecting better,” she concluded. “And that’s something no AI will ever replace.”