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You have spent years developing your professional judgement. Don't abandon it because you're temporarily unemployed.
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.
But if every previous employer was incompetent, every CEO was unreasonable and every board was political, a recruiter may eventually start wondering: what is the common denominator and recurring theme, and why has so much bad luck followed this HR leader?
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.
Being unemployed is a status. It is not an identity.
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.
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.
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.
The organizations making genuine progress are working backward from a specific, well-defined operational problem — not forward from "what can this AI tool do."
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.
Skills-based talent frameworks quietly undermine decades of pay-banding, career-ladder, and org-design logic built around titles.
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.
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.
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.
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.
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
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.
...too often, when a company misses its quarterly targets, the bottleneck turns out not to be related to product design or market demand. Instead, our Execs share that the failure is frequently down to talent strategies not being aligning to operational capacity.
Without deliberate governance, "fluid" can easily become "unclear," reintroducing the same friction the original model struggled with, just in a new form.
Talent management, done well, is one of the highest-leverage functions in HR: it determines who leads your organization five and potentially ten years from now.
Experts have been predicting an end to all the 3rd party agents supporting people to find jobs, and companies to find people.
We’re in an age where once again, politics and social issues are dividing our societies, with sometimes dangerous and deadly results.
Artificial Intelligence and machine learning are are already impacting our personal lives whether we consciously choose to allow them, or not.
Some of the wisest people I know believe that enduring relationships require give and take to enable trust to be built and loyalty to be formed.
Culture fit has traditionally been a fundamental part of the recruitment criteria. However, more recently this element is being dropped.
As AI continues to transform our lives, and drive job displacement, who is going to help the people who can no longer work?
Even after all these years, I’m still surprised at job seekers who don’t know the fine details of their current employment packages.
3 months into my job search and I was starting to consider that I might not have any chance to get back into the type of work I’d done so successfully many years ago. It knocked my confidence.
Staff are using AI tools to create presentations, press releases, plus automate tasks and communications. But is there a value for AI in the boardroom?
In this day and age, how can any hiring leader not be supplying timely feedback to people they have interviewed?