of people and time should change substantially as you move along in your HR career.
As you think about who you spend time with now, and who you might need to spend time with in the future to be even more effective, consider the following five premises, and ask yourself: “Do any of these sound like me?”
1. Most HR people don’t spend enough time on HR-related public policy issues at the local, state, federal, and/or global levels, nor do they influence public policy in ways that would be beneficial to their employees, companies, industries, or to the HR profession.
2. Most HR people understand very little about what other companies do, both within and outside of their own industries.
3. Most HR people are so inwardly focused that they spend very little time with their peers in other companies to network, share best practices, learn new ways of doing things, and/or advance the HR profession.
4. Most HR people over-rely on spending time within the HR function to the detriment of working effectively up and across the rest of the organization outside HR.
5. Most HR people are spread too thin, try to be everywhere for everyone, and are uncomfortable differentiating their time to spend higher quality time with specific employees or talent segments that are in the highest priority pivotal roles.
If you see yourself in any or all of the above five premises, you may have some work to do to change the way you are spending your time, and with whom. Generally speaking, the most effective HR leaders I know are very good at balancing the internal demands of their day-to-day jobs with spending more time outside to gain a broader, more external perspective. That’s where the HR profession is heading, so if you want to distinguish yourself relative to others, here’s your chance.
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