When I first joined the HR department at a tech firm in Lahore, I knew the challenges of the role. What I didn’t anticipate, however, was how often HR would become the scapegoat for employees’ frustrations—especially over pay raises.
Over time, I began to notice a recurring pattern: employees felt that if they didn’t get the raise they believed they deserved, HR was to blame.
It wasn’t just disappointment; it was resentment. Let me share a story that encapsulates this dynamic, one that I hope will provide some insight into how HR functions behind the scenes.
The Case of Saad, the Developer with Big Expectations
*Saad Ali, one of our senior developers, was known for his dedication and sharp problem-solving skills. He’d been with the company for five years, and his contributions were undeniable.
One day, Saad requested a meeting with me, the HR manager, to discuss what he believed was an overdue salary adjustment. He walked into my office, his expression a mix of confidence and frustration.
“I’ve been here for half a decade,” he began, his voice firm. “I’ve led major projects that brought in millions of rupees. I know my market worth, and frankly, I’m underpaid. If HR can’t fix this, what’s the point of having HR?”
His words stung—not because they were harsh, but because they reflected a fundamental misunderstanding of what HR does.
I could see that in his mind, I was the gatekeeper to a treasure chest of salary hikes, one I was choosing not to open.
I took a deep breath and began to explain. “Saad, I hear you, and I completely understand where you’re coming from. Let me walk you through how these decisions work, not just here but in most organizations.”
Behind the Curtain: How HR Balances Expectations
I told him how salary adjustments aren’t just about recognizing an individual’s contributions, though that’s an important factor. In reality, they involve layers of considerations: budget constraints, market benchmarks, internal equity, and approval from senior leadership.
“Your role is absolutely critical,” I assured him. “But we operate within a structured pay band to ensure fairness across similar positions. If we deviate significantly for one person, it creates ripples across the organization.”
He frowned. “So, it’s about protecting the system, not the people?”
“No, it’s about balancing both,” I replied. “We advocate for our employees every day—often in ways you don’t see. For instance, we recently revised our entire compensation framework after benchmarking against local competitors like *Synergy Systems and *NextTech. It took months of negotiation with leadership, and while we secured raises for some roles, we couldn’t approve everything. This doesn’t mean your concerns aren’t valid, but it’s a process.”
The Domino Effect of Raises
I shared another example, changing names to protect privacy. A few months prior, we had a similar conversation with *Ayesha, a marketing lead. She was offered a 20% raise to prevent her from leaving for a rival firm. While the raise was justified, it triggered a wave of questions across her department. “Why does Ayesha get more? What about me?” Suddenly, we had to explain decisions that stemmed from unique circumstances, while ensuring the rest of the team didn’t feel undervalued.
This ripple effect is something HR always anticipates. When I explained this to Saad, he seemed to understand a little better. “It’s not just about you versus the company,” I said. “It’s also about you versus your peers, your department, and the organization’s financial health. Every decision is interconnected.”
The Invisible Advocacy of HR
Saad’s frustration was palpable, but I could see a flicker of curiosity in his eyes. “So, what does HR actually do for us in these situations?” he asked. “Because it feels like you’re just delivering bad news.”
I leaned forward, eager to shift the narrative. “What you see is the tip of the iceberg. What you don’t see is us fighting for you behind closed doors. Take last year, for example, when we argued for salary adjustments across engineering roles after inflation skyrocketed. Leadership initially resisted, citing budget freezes, but we made the case that retaining top talent like you was worth the investment.”
I also mentioned how we pushed for other benefits, such as subsidized health insurance and a revamped bonus structure. “Raises aren’t the only way we advocate for your financial well-being,” I said. “Sometimes, our wins come in forms you might not immediately recognize.”
A Shared Responsibility
As our conversation progressed, Saad began to see the bigger picture. “I guess I never thought about it like that,” he admitted. “But it still feels frustrating, you know? Like, if HR can’t help me, who can?”
“That frustration is valid,” I said. “But it’s also important for employees to play their part. For example, showing leadership how your skills align with company goals strengthens your case. The more tangible your contributions, the easier it is for us to justify adjustments.”
I encouraged him to document his achievements and benchmark his salary expectations against industry standards. “The key is a partnership,” I said. “You advocate for yourself, and we’ll amplify your voice where it matters.”
The Lesson for HR and Leadership
This conversation with Saad stayed with me, not just because of his concerns but because it highlighted a recurring theme: employees often don’t see the invisible labor of HR. For me, the real takeaway was the need for more proactive communication. If Saad had understood our processes earlier, his resentment might have been tempered.
We’ve since implemented workshops on “Understanding Compensation,” where we walk employees through how pay decisions are made. We also share anonymized case studies to show the advocacy work HR does. In some places we have started to share in open forums like town halls on how compensation works. More importantly, we’ve pushed leadership to be more transparent about financial priorities, so employees know where they stand.
A Call for Empathy
Saad left my office that day with a better understanding of HR’s role, and while he didn’t get the immediate raise he hoped for, our conversation laid the groundwork for future discussions. I followed up with him months later, after he secured a promotion and the accompanying pay bump. “I get it now,” he said with a smile. “HR isn’t just about saying yes or no. It’s about finding balance.”
This experience reinforced a simple truth: bridging the gap between employees and HR requires empathy on both sides.
Employees need to understand the constraints HR operates under, and HR must work to make those constraints more visible.
Resentment, while natural, often stems from a lack of transparency.
By addressing this head-on, organizations can create an environment where trust replaces frustration and collaboration takes precedence.
In the end, HR is more than a gatekeeper for pay raises; it is a partner in navigating the complexities of workplace equity. The next time you feel frustrated with HR, consider the unseen battles we fight—and remember, we’re on your side.
*Name of employees and companies are changed to protect privacy.
*The events did not happen at one company and are rather a mix of experiences over the years set together to form a narrative.