HR Zone Q8 How important is that HR workers become partners of the business?
Robinson: Lots of HR functions are adopting a ‘business partner’ model, but there are also many that have not moved to this model, so the term ‘partner’ might be a bit misleading. However, if what you’re asking is whether HR needs to be acting, and to be seen to be acting, credibly at all levels of the business with other non-HR members from junior management positions unto the senior management team and the Board, then yes, this is critical. In this way HR can help the organisation deliver superior results through effective people management.

HR Zone Q9: Is working for a large corporation the only way to make it in HR?
Robinson: Again, this depends on what an individual’s career aspirations are and what you mean by ‘making it’. Eighty-four per cent of our survey respondents agreed that small to medium sized enterprises offer valuable HR experience whereas only 41% thought that the only way to make it to the top is by working in a large organisation.

HR Zone Q10: What’s the secret of success of those that do make it to HR Director level?
Robinson: Demonstrating credibility to the senior management on the business issues and how HR’s role in delivering superior people management practices impacts on effective business performance.

Reaching senior levels in HR: Only a few factors, apart from age, were found to be reliable indicators of the chances of reaching senior levels in HR: being a generalist rather than a specialist; having a degree; having worked for a number of different organisations and having had a number of significant career steps. However, this model explains under a third of the statistical link between these indicators and seniority, suggesting that many other things – such as qualifications, experience and competencies – also play an influential role in reaching senior ranks.

HR Zone Q11: How valued is HR as a profession?
Robinson: According to HR professionals themselves only one-third believe that others in their organisations see HR as an attractive place to work, despite most feeling that HR is growing in prestige. People occupying the more junior roles (administrators/assistants) are most optimistic about HR’s status.

This may be partly due to the optimism associated with relative ‘newness’ in the role, although it’s also possible that junior activities in HR are more interesting than those in other functions. Managers are the least positive group of all, although those in senior roles are also less positive than average in terms of how they feel other colleagues consider HR.

HR Zone Q12: What background do those that break into HR traditionally come from?
Robinson: Very mixed – according to our survey. As I already mentioned, only about a quarter of our respondents started out in HR. Of the others, there routes into HR were very mixed, including both junior administrative positions, and also moves into HR for those at mid-management levels, particularly now with the existence of more HR ‘business partner’ roles.

HR Zone Q13: How can HR practitioners ensure that employees’ career development matches the future direction of the business?
Robinson: The challenge for employers is to consider how they are going to respond to the skills shortages affecting many industry sectors. They need to take a long-term view of their organisation’s resourcing requirements if they are going to succeed.

Managing careers need to take into account the needs of both parties, thinking about how to build and retain the talent that they need, whilst satisfying employee career aspirations. It’s certainly not easy. But spending time on career management can help organisations attract and retain their talented staff, and deal with ongoing issues they are facing such as skills shortages and future resourcing requirements.

HR Zone Q14: How can HR professionals manage their own career?
Robinson: As already mentioned above, personal drive and ambition were seen as the most important factors to success in an HR career, with other important factors including business awareness and IT literacy. Also, what seems to be important is for individuals to be pro-active and to take charge of their own career. Good career advice is important and some examples of what’s available and useful include HR press, line managers and CIPD member services.

Moving between organisations is also seen as important to career progression and, on average, participants have taken four major career steps and worked for an average of three organisations. The significant barriers to career progression are seen as staying in one organisation, over specialising and call centres/shared service centres – 40% of participants feel outsourcing is having a negative impact on HR careers.

HR: Where is your career heading provides data on current and emerging trends in HR careers, Managing and developing HR careers: emerging trends and issues is £20 for members and £50 for non-members.