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Career progression in HR

Andre

Is it often considered a given in the profession that:

Someone with 3 years experience as an HR Administrator should then be able to automatically step up to an HR Advisor level role, provided they also have the CIPD Level 7 and Associate Membership of the respective professional body;

Ditto for someone with 3 years experience as an HR Advisor for an HR Business Partner role.

Ditto for someone with 3 years experience as an HR Business Partner for an HR Director’s role.

However, as a gap analysis in all their job descriptions and person specifications, they lack either previous HR Advisory, HR Business Partnering or HR Directing experience, so how do most people do it then by ‘making the jump ‘ or ‘bridging that gap.’?

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  • It is not (IMO) often given. HR is not a time served and then promoted profession. It is not three years at a level then you magically gain the skills , experience and judgement necessary to move on.

    I would also question o#if a level 7 qualification is appropriate, necessarily etc for a move from an Administrator to an Advisor role. I don't think it is .

    Not everyone can or should move up the professional ladder. For those who can its not a question of some formulaic approach but rather taking the opportunities they have been offered (or they have created) to add value to themselves and their organisations. Adding in continuous professional development (which might be at many levels) and then ensuring learning and experience is consolidated and enhanced before seizing the next opportunity (if thats what someone wants)

    Its also worth considering that the use of job titles can be very unhelpful as people use them very differently. I have seen people with the HRD title who are really in most organisations junior HRBPs and in some cases people who are doing huge HRD jobs with very different titles.

    You make the jump by demonstrating that you have added value and have helped move your organisation forward.

    This is the third post in the last day you have posted on this area. It might be an idea to keep them together to enable a sensible discussion and thoughts to develop rather than each thread to repeat or go off on a tangent to the others.
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  • It is not (IMO) often given. HR is not a time served and then promoted profession. It is not three years at a level then you magically gain the skills , experience and judgement necessary to move on.

    I would also question o#if a level 7 qualification is appropriate, necessarily etc for a move from an Administrator to an Advisor role. I don't think it is .

    Not everyone can or should move up the professional ladder. For those who can its not a question of some formulaic approach but rather taking the opportunities they have been offered (or they have created) to add value to themselves and their organisations. Adding in continuous professional development (which might be at many levels) and then ensuring learning and experience is consolidated and enhanced before seizing the next opportunity (if thats what someone wants)

    Its also worth considering that the use of job titles can be very unhelpful as people use them very differently. I have seen people with the HRD title who are really in most organisations junior HRBPs and in some cases people who are doing huge HRD jobs with very different titles.

    You make the jump by demonstrating that you have added value and have helped move your organisation forward.

    This is the third post in the last day you have posted on this area. It might be an idea to keep them together to enable a sensible discussion and thoughts to develop rather than each thread to repeat or go off on a tangent to the others.
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  • in reply to Keith
    In addition to Keith's advice I would add the the gap between levels of responsibility can often be achieved by moving to smaller or larger organisations which will be more or less complex/demanding in terms of professional skills and thus adding skills that are not yet present.
    As an example, an HR administrator covering exclusively recruitment support in a very large organisation that rectuits 300 people each year will have deep but narrow experience - this can then be added to either by going into another deep/narrow role (such as training administrator in the same company) or a broader role in a smaller company where the administrative duties cover the full range of HR activities.
    Equally, an HR BP in a business unit of 2000 people but in a company of 15000 people is unlikey to be able to jump to the HR director's job without having acquired the managerial and supervisory skills needed for the senior role - the more probable route will be into a larger business unit within the same company where they have a team and budgets to manager or into another company of a smaller size where they can cut their teath leading a small team and managing budgets.
    Certainly there is a correlation between length of working life and the level of jobs held by people, but it is not automatic - the real correlation is with the additional skills and responsibilities that the person has continually demonstrated that they can take on in different contexts.