Do people outside HR know what we mean by the 'People Profession'?

My wife, a teacher, has quizzed me on the phrase 'the people profession'. It's a term we use a lot at the CIPD, to include HR, L&D and OD professionals. Her comment was that as a teacher, she's a people professional too - and I see her point. Indeed, any one of a number of professions could be described as 'people professions'. Is it a term you use, as an HR, L&D or OD professional? And is it a term that your colleagues outside of HR tend to understand & recognise? 

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  • I remember one of the lecturers at Teesside telling one of the students that if you want a job where you mix with lots of people then don't choose HR

    There are far more jobs which involve working with people than 'HR'

    My HR experience included being the only HR person, to working with 4 or 5 others. But we often spent a lot of time doing stuff on our own.

    My roles sometimes meant I spent long hours going over regulations and translating legislation into practical instructions. At other times I'd be running training sessions for all staff, including managers.

    Shop floor workers in many factories for example are within chatting distance of their mates, and when I was a scaffolder you always worked with two others or more and often with other teams. And of course supeervisors, line-managers and so on have to work their teams all the time.

    But probably even more relevant is, or was, the content of the (CIPD) curriculum I was taught. (DPM). Anything touching on psychology, or human relations was a tiny part of of the course. It certainly did not impart any degree of expertise in 'people.'

    Anyone who thinks being in HR makes them an authority on people or human relations is probably deluded and very mistaken.
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  • I remember one of the lecturers at Teesside telling one of the students that if you want a job where you mix with lots of people then don't choose HR

    There are far more jobs which involve working with people than 'HR'

    My HR experience included being the only HR person, to working with 4 or 5 others. But we often spent a lot of time doing stuff on our own.

    My roles sometimes meant I spent long hours going over regulations and translating legislation into practical instructions. At other times I'd be running training sessions for all staff, including managers.

    Shop floor workers in many factories for example are within chatting distance of their mates, and when I was a scaffolder you always worked with two others or more and often with other teams. And of course supeervisors, line-managers and so on have to work their teams all the time.

    But probably even more relevant is, or was, the content of the (CIPD) curriculum I was taught. (DPM). Anything touching on psychology, or human relations was a tiny part of of the course. It certainly did not impart any degree of expertise in 'people.'

    Anyone who thinks being in HR makes them an authority on people or human relations is probably deluded and very mistaken.
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