The challenges of stepping into a new HR role
I’ve had the chance to work with a wide variety of organisations – large and small, domestic and international. Yet I often notice the same pattern: when a new HR leader joins, people are curious, but there’s also a degree of caution in the air.
The welcome is usually polite and friendly, but slightly reserved. There may be whispers, a bit of testing, and some waiting to see what direction this new person will take the organisation. More often than not, these reactions aren’t really about the individual themselves, but about how HR has been spoken about – or ignored – in the past.
Why does hiring HR stir emotions?
Recruiting an HR professional is rarely a casual experiment. It’s usually a considered, budgeted, and well-timed decision, driven by a genuine need to keep the company running responsibly, sustainably, and strategically. Still, the arrival of HR can trigger mixed reactions. Why is it that this particular role seems to spark so many emotions and suspicions – often before anything concrete has even happened?
In most other functions, this isn’t the case. Marketing develops its plans in line with the strategy, and off they go. Product development creates its roadmap, and HR doesn’t usually intervene with opinions. There’s an assumption of trust: everyone takes care of their own area. But when HR presents its own plan – a structured, values-based approach designed to support the strategy – resistance often emerges, especially once those plans are shared more openly. A wide range of opinions emerge, decisions are questioned, and sometimes efforts are even deliberately slowed down.
A good HR professional understands the context
It’s important not to dismiss these reactions, but nor is it realistic to expect universal approval. A skilled HR professional recognises that such responses don’t always reflect on them personally, but rather on the culture, history, and sometimes even the fears within the organisation. Their role isn’t to please everyone, but to enable the organisation to succeed: shaping leadership intent into strategy, creating workable structures, and ensuring everything operates within the law and the company’s values. Above all, they help create an environment where people feel safe, understood, and able to contribute. Believe it or not, HR professionals don’t sit at their desks plotting how to make working life just a little more miserable or complicated for everyone.
HR as a strategic direction
If this work were simple, anyone could do it. But people management isn’t just an administrative function. It’s a strategic discipline that affects every single person in the business. That’s why it deserves the same trust, resources, and space to succeed as any other critical business area.
More to come – stay tuned
I write about these topics because, in my work, I frequently encounter situations where the role of HR isn’t fully understood or given the recognition it deserves. Examples include unclear responsibility between line managers and HR, people matters being sidelined under the pressure of deadlines, or HR not being viewed as a genuine strategic partner to the business.
By giving words to these situations, I hope to spark understanding not only among HR professionals but also among colleagues who work with HR in their day-to-day roles. I believe openness creates understanding, and understanding builds trust. And trust is exactly what this profession needs more than anything else.