Design Thinking for HR: Solving Talent Challenges with Empathy

Last evening, I attended an interactive session on the foundational principle of Design Thinking—Empathy—hosted by Make Studios in Wan Chai. It was an energising event, bringing together a highly engaged audience. The session was structured to reinforce the power of human connection, with dynamic exercises that encouraged active listening and observation. One particularly effective exercise had us interviewing each other about our weekday lunch routines. It was simple yet powerful. The exercise reinforced the importance of listening beyond words. It helped us pick up on non-verbal cues and guide a conversation with curiosity.

Empathy as a Core HR Capability

Empathy is often discussed in HR circles but is rarely embedded as a structured practice. In my experience leading change initiatives, I have found that applying empathy systematically fundamentally shifts how organisations approach problem-solving. It is more effective when empathy is treated as a structured skill rather than a vague soft skill.

Without empathy, HR risks implementing solutions that address symptoms rather than root causes. When we focus on truly understanding employee experiences and organisational dynamics, we move from reactive HR to strategic problem-solving.

Applying Design Thinking to HR Challenges

One of the most common challenges HR professionals face is high employee turnover. Let’s take a Design Thinking approach to tackling this issue:

1. Empathise: Understanding the Real Problem

When a client approaches us about attrition, our first instinct might be to diagnose the issue. We often rely on preconceived notions like low pay, poor leadership, or a toxic culture. Instead, we should adopt an open mindset. The goal is to listen, observe, and deeply understand the root causes before prescribing solutions.

Map out key stakeholders impacted by attrition.
Conduct structured interviews across different employee segments.
Examine how turnover is affecting business outcomes.
Present a project roadmap that sets expectations and clarifies effort.

At this stage, a client may reconsider their priorities—and that’s fine. Empathy is about enabling informed decision-making.

2. Define: Framing the Challenge

With data in hand, HR can work with leadership to define the core problem:

What patterns are emerging from exit interviews, engagement surveys, and informal conversations?
Which personas are most impacted by turnover—top performers, new hires, specific departments?
What does success look like? Are we solving for reduced attrition, improved engagement, or a stronger employer brand?

Clarity at this stage prevents wasted effort on misaligned initiatives.

3. Ideate: Generating Solutions That Stick

The best ideas often emerge when psychological safety is high. If leadership culture inhibits open discussion, alternative methods—such as anonymous surveys or small-group sessions—can elicit honest insights.

A common mistake in HR-led initiatives is focusing on surface-level perks rather than structural change. Instead of assuming flexible work arrangements or wellness programs are the answer, we should explore:

Career progression pathways and internal mobility opportunities.
Leadership development to address manager effectiveness.
Adjustments to compensation philosophy based on market trends.
Cultural interventions to improve belonging and connection.

The key is to prototype ideas quickly—testing in controlled environments before scaling.

4. Prototype: Bringing Ideas to Life

Instead of launching a full-scale initiative, HR can pilot solutions in targeted areas. A few practical approaches:

Test a mentorship program in one department before rolling it out company-wide.
Implement a structured onboarding buddy system for new hires and measure impact.
Introduce an internal gig economy—allowing employees to work on short-term projects outside their primary roles.

By rapidly gathering feedback, we ensure that solutions are viable and valuable before making broader investments.

5. Test: Measuring and Adapting

Implementation is only the beginning. Continuous feedback loops are crucial for long-term success:

Set clear metrics—reduction in regrettable turnover, improvement in eNPS, increase in internal promotions.
Conduct A/B testing where possible to compare outcomes.
Engage key stakeholders in ongoing reflection and refinement.

By treating HR initiatives as iterative rather than one-and-done projects, we create a culture of adaptability and learning.

The HR Practitioner’s Role in Design Thinking

For HR professionals to lead effectively in this space, we must cultivate specific mindsets:

Curiosity: Challenge assumptions, ask better questions, and explore beyond surface-level issues.
Engagement: Foster inclusivity, listen actively, and build trust through transparent communication.
Reliability: Follow through on commitments—trust is built on consistent action.
Strategic Communication: Craft compelling narratives that resonate with executives and employees alike.
Political and Commercial Awareness: Balance employee experience with business outcomes.
Adaptability: Navigate shifting priorities and evolving business landscapes with agility.

Final points

Empathy isn’t just a buzzword—it’s a strategic advantage. When applied systematically, it transforms how HR addresses complex organisational challenges. Design Thinking offers a structured yet flexible approach, enabling HR leaders to move beyond intuition and create meaningful, lasting change.

HR’s role isn’t just to execute policies—it’s to solve real business problems through understanding, collaboration, and continuous adaptation. By embedding empathy into our processes, we improve retention. We enhance engagement. We create organisations where people genuinely want to stay, contribute, and thrive.