How did you get into HR??

I didn't fall, I jumped!

I worked for many years as a manager, managing anything/anyone  and wondered in my early thirties what this was good for other than it's own satisfaction and achievement - but wanting to progress myself - somewhere.    I wasn't sure I wanted the next step up operationally.     I then had a particularly negative experience with an HR department who embodied everything that to me that I felt it shouldn't be, ie rules, labelling, power, and metrics as master (mistress?) and decided that the only way I could change this was from within.  So I took various studies, started to understand a bit more what skills and experience I did have that were transferable,  and during this put a proposal in organisationally to make a move into an OD role.  I had three great sponsors that facilitated this in their own ways,  to whom I am eternally grateful.  

You could say that lots of things "happened" after that point, but really it was because I had determined (jumped) I would like to make a difference in my small way to how leaders think about their role and responsibilities and how organisational behaviour is a critical factor in the strategic planning process in terms of determing organisational effectiveness.  

I think in terms of attracting people to HR, I agree with Jackie that it's a well kept secret, endless variety, stimulus and change.   However - in many organisations large and small, there is no HR presence on the board/executive teams - this puzzles me as people issues are the most complex and challenging that leaders have to deal with.  Maybe we should invite some Finance Directors to join the discussion about the HR role.  Meanwhile, back to those who sponsored me to make my move, I needed them to believe in me, encourage me and allow me time off work to study; for those of us who are enthusiasts, this is possibly one of the best way to draw people in. 

I didn't fall, I jumped!

I worked for many years as a manager, managing anything/anyone  and wondered in my early thirties what this was good for other than it's own satisfaction and achievement - but wanting to progress myself - somewhere.    I wasn't sure I wanted the next step up operationally.     I then had a particularly negative experience with an HR department who embodied everything that to me that I felt it shouldn't be, ie rules, labelling, power, and metrics as master (mistress?) and decided that the only way I could change this was from within.  So I took various studies, started to understand a bit more what skills and experience I did have that were transferable,  and during this put a proposal in organisationally to make a move into an OD role.  I had three great sponsors that facilitated this in their own ways,  to whom I am eternally grateful.  

You could say that lots of things "happened" after that point, but really it was because I had determined (jumped) I would like to make a difference in my small way to how leaders think about their role and responsibilities and how organisational behaviour is a critical factor in the strategic planning process in terms of determing organisational effectiveness.  

I think in terms of attracting people to HR, I agree with Jackie that it's a well kept secret, endless variety, stimulus and change.   However - in many organisations large and small, there is no HR presence on the board/executive teams - this puzzles me as people issues are the most complex and challenging that leaders have to deal with.  Maybe we should invite some Finance Directors to join the discussion about the HR role.  Meanwhile, back to those who sponsored me to make my move, I needed them to believe in me, encourage me and allow me time off work to study; for those of us who are enthusiasts, this is possibly one of the best way to draw people in.