Yesterday was my 6th year blogiversary for this here blog. I am eternally thankful for the ride I have had to date with this blog. After 10+years of living HR day-to-day (6 of which I have spent writing about it too) — you have many a-ha moments.
This blog has spawned a business, speaking engagements, brand partnerships and more. I created this blog as a safe space for me to reconcile the things I was experiencing as an HR practitioner who struggled between being human and being in HR. I’ll explain more about that later. Ultimately, the more opportunities I garner to step outside of the traditional HR box the more I see both the potential and disarray of HR as a discipline. Both warrant our attention separately and collectively.
As such, I have decided to share 6 HR or more specifically business epiphanies with the lens of HR for my fellow practitioners to sink their teeth into.
Here we go…
1) One of the reasons that I struggled to find sustained success in my HR positions was I was always striving to be more “human” in Human Resources.
That should be an oxymoron, but judging by discussions I have had with friends who are practitioners as well as attendees of my workshops — there is almost always a moment or moments in which we all as practitioners need to yield more heart than head; less policy and more practicality. No HR practitioner should be working in HR feeling like they are at constant odds between their HR duties within their respective organizations and their own morals, values, and well-being. This needs to stop.
2) Change is happening quickly.
Innovation is the new buzzword we all love to hate. That aside, I’m not sure that we are moving quite as quickly towards innovation in our own discipline as we should. If we are the core or the heart of the organization, how well can the rest of the moving parts operate with a slow or non-existent “heartbeat”? Ponder that for a moment.
3) On innovation, we can not afford to have change happen to us, we must initiate and lead from where we sit.
Forget “seats at tables” and our usual bouts of being “strategic”. When was the last time we shifted or pivoted for the sake of being a better industry without first being beat down in some doom and gloom article or being coerced by other elements outside of our sphere of influence? Don’t get me wrong, we are very much guided by what happens in our individual organizations and must keep an eye to that, but it is safe to say that we should have many ideas about how HR can be done better and be actively seeking to implement or experiment with them.
4) The truth hurts.
That is if you are brave and bold enough you have to realize that speaking truths outside of the normal realms of compliance, strategy, and protocol will rub people the wrong way or they will pretend to not understand. I’d like to believe we have gotten smarter as a species, so it is a little hard for me to believe that people can’t or won’t admit to some of the harder truths working against us like: Why does Diversity & Inclusion exist? Is it because it is necessary for having a sustainable business or is it because there are systems beyond the scope of business and HR designed to marginalize groups of people who are now being “managed” and given “opportunities” under the guise of D&I? I’ll let that marinate.
5) For HR practitioners and HR Influencers alike, if you don’t have a zeal for improving lives, society, businesses — get out!
There is a space for you in this world. You owe it to yourself to find it as there is a vast labor market of opportunity calling you to find your true passion and purpose and/or a tiki torch, but I’ll save that discussion for a different day. I have had my fill of HR practitioners who have fallen and bumped their heads on HR and do it with hate and disdain for the industry. As for the “influencers”, many are great, just as many exist to blow hot air about how terrible we are as a discipline while collecting checks from said discipline. There’s a difference between “tough love” and “snark for snarks-sake”. Know the difference. Evaluate yourself and if all outlined here is applicable– get out! As the saying goes, we can do bad all by ourselves.
6) Lastly, there is still hope for our discipline despite the calls for its obliteration.
It’s called imagination, creativity, and humility. These three things are the foundation for what HR needs to be in the present and in foreseeable future. These three approaches to HR and business are not to be seen as scary but are meant to excite, inspire and galvanize those of you who are ready and willing to face societal ills, digital transformation, and rapid growth head-on. The future is exciting and so is the work we have ahead of us.
So there you have it, my epiphanies on HR 6 years into blogging. I hope it sparks conversation, makes you think, and promotes change. After all, the initial intention of The Aristocracy of HR was to raise the standard of HR while always asking ourselves the hard questions about how and why we do what we do.
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