Over the last 15 -20 years we have listened to thought leaders such as David Ulrich describe the evolving role of HR. With changes in leadership styles, awareness of talent strategy linkage to business results, outsourcing or centralization of tactical service delivery, and increased vendor management, using titles from a traditional HR model may no longer be reflecting your role and contribution. Is it time to rethink how you describe yourself and how others think of you?
In a small company, where one person may provide HR advice and support, the title HR Generalist may still apply. The traditional HR model of a Generalist reflects a hands-on tactical and reactive role encompassing most or all HR related activities - legal compliance, processing payroll, administering benefits, performance management, investigations, recruiting, compensation analysis, records keeping, etc. – foundational knowledge of the various disciplines, some experience of everything, with the ability to research, but no deep specialty knowledge or experience. In a more progressive HR environment, the role is likely to be pro-active, and may include many more strategic aspects including strategic talent planning and employee engagement. Does the title “generalist” reflect this?
In a mid-size or large company, where there is an HR team, how are your roles defined? How have your roles changed as you progressed from entry level to an experienced professional? Is your team structured to provide in-depth training and experience in the various HR disciplines? Are projects/experiences available that provide you with opportunities to develop additional skills? Is there mobility between the various specialty roles? Have roles been outsourced? What do you call yourself, and with this title how do others perceive you?
SHRM lists HR disciplines, and you may have a broad spectrum of these responsibilities in your role. The generalist title is frequently used with varying interpretations in job ads and job descriptions, and very little consistency. New titles are emerging that more closely reflect current roles, and their contribution to the business. These include HR Analyst, Talent Acquisition Specialist, HR Business Partner, HR Services Delivery Specialist, Total Rewards Analyst, HR Project Manager, Global HR leader, Diversity and Inclusion specialist, HR Technology Solutions Advisor and HR Administrator.
Is it time to rebrand what you do? If so, you can start with a list of all your HR disciplines, evaluate and prioritize. For your current role, highlight the ones that apply. Consider if it a business focused role, or a service delivery role. Who is your customer/client? Where is the majority of your time spent? How do you add value to the business? What are you most proud of?
When you have defined where you currently are, it is time to ask “What is my next career step, and how do I get there?” Clearer definition of roles, goals, and career paths will enable you to make informed career choices. Similar to image advice to dress for the position you aspire to, not the one you are in, how you describe yourself now matters for how you are perceived today, and your potential for the next step.
So, is it time to retire the "HR Generalist" title, and re-brand yourself?
HR Disciplines - http://www.shrm.org/HRDISCIPLINES/Pages/default.aspx