As a neutral conflict resolution professional, I often get called in when the usual channels stop working. Lately, I’ve had several conversations with managers and HR professionals who are grappling with issues that don’t fall neatly into a policy—or that involve people and dynamics too sensitive for the formal process. These situations call for a different approach. That’s why I’m launching a recurring series called “What You Can’t Say But I Can,” spotlighting the kinds of conversations that organizations need but often can’t have internally.

More organizations are discovering a quiet truth: some workplace issues don’t belong in HR. Not because HR isn’t capable but because certain problems require a different kind of response—one grounded in neutrality, confidentiality, and informality.

That’s where organizational ombuds come in.

An ombuds offers a space for honest conversation before conflict becomes formalized—or weaponized. This space isn’t about investigations, discipline, or policy enforcement. Rather, the space is about surfacing concerns early, exploring options, and helping people think through how to raise complex issues or navigate tension with clarity and confidence.

Unlike HR, an ombuds is not aligned with management or any specific outcome. That independence is critical, especially when trust in internal systems has eroded or when the issue is too nuanced for a policy manual to solve.

What HR Can’t Say:

“This isn’t a disciplinary issue. This is someone feeling isolated and unheard.”

What an Ombuds Can Say:

“Let’s talk about what’s happening and what support might look like.”

What HR Can’t Say:

“We suspect a toxic dynamic, but no one wants to be the first to speak up.”

What an Ombuds Can Say:

“I’m here to listen. You don’t need to file a complaint to start a conversation.”

What HR Can’t Say:

“You don’t need to make a formal report if you’re not ready.”

What an Ombuds Can Say:

“There are informal paths worth considering. Let’s think through the options.”

What HR Can’t Say:

“We’re concerned, but this involves an elected official and no one wants to go on record.”

What an Ombuds Can Say:

“There are ways to address problematic power dynamics without putting employees at direct risk.”

What HR Can’t Say:

“This is hard on us, too.”

What an Ombuds Can Say:

“Let’s have a confidential conversation. HR professionals need support, too.”

An ombuds doesn’t take sides. They don’t make decisions. They don’t conduct investigations. Their value lies in what they can do: create a safe, confidential space for people to speak, reflect, and act. They help organizations identify patterns, reduce conflict escalation, and improve communication without triggering fear of reprisal or legal fallout.

For organizations seeking to build trust, prevent a crisis, or offer employees and leadership a confidential outlet, a contractual ombuds service can fill the gap between silence and formal intervention.

In other words, they can say what others can’t—and that can make all the difference.

Feel free to reach out if you’d like to hear more. Sarah Hannah-Spurlock is a Florida Supreme Court-certified Circuit, County, and Family Mediator with over 25 years of service in local government