Perhaps most importantly, show the hiring leader that you aren't looking for a permanent role simply because you have had enough of interim work.
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Great HR is no longer about simply managing people. The best HR professionals understand business, influence strategy, drive growth and turn people decisions into measurable commercial results.
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People talk. They remember leaders they enjoyed working with. They remember people who handled difficult situations well. They remember people who were commercially minded, honest, pragmatic and courageous. They also remember people who weren't.
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Being unemployed is a status. It is not an identity.
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The reality is that the senior HR job market operates differently from the broader employment market. A general job seeker may be able to apply for dozens of suitable roles every week. A senior HR professional cannot.
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One of the biggest mistakes senior professionals can make is disappearing from their network for years and then suddenly contacting everyone when they need new employment.
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It pains me to think the answer is to eliminate the human-to-human connection. Instead, perhaps the answer is to make that connection more purposeful.
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The organizations making genuine progress are working backward from a specific, well-defined operational problem — not forward from "what can this AI tool do."
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A VP of Employee Relations isn't overhead. It's the function that protects everything else you're trying to build — your culture, your talent brand, and, not incidentally, your own credibility as the person the board holds accountable when things go wrong.
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You have spent years developing your professional judgement. Don't abandon it because you're temporarily unemployed.
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The objective isn't to manufacture activity so you can tell an interviewer about it. The objective is to remind yourself that your professional value didn't disappear when your employment ended.
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Skills-based talent frameworks quietly undermine decades of pay-banding, career-ladder, and org-design logic built around titles.
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Staffing your HR shared services function well requires a very different read on candidates than say, talent management or employee relations. The skills that matter are less visible, and the failure modes are easier to miss in an interview.
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For the modern Chief Human Resources Officer, “total rewards” is no longer just a hiring and retention tool. It is in fact one of the largest corporate liabilities and strategic levers on the balance sheet.
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Transitioning into a new leadership role isn't about arriving with all the answers — it's about arriving with the right questions, genuine curiosity, and the humility to learn before you lead.
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Reorganizations, AI-driven role redesign, and rapid shifts in working and operating models all put enormous strain on the informal systems that hold culture together.
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No matter who writes it, you're the one who has to speak confidently to every claim on that page in an interview. Outsourcing the writing doesn't outsource the responsibility of truly knowing your own resume and work history
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None of this means shared services disappears as a concept as the transactional backbone still has to run flawlessly. But the function's center of gravity has moved.
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