On-the-job development: to move ahead in your career, start by earning your HR manager's respect

HR Magazine, July, 2005 by Lisa Daniel

As they attempt to climb the ladders of their careers, many people focus on finding the next employer, getting advanced education or networking through professional associations. Those proven strategies are not the only ways to get ahead, however.

For human resource practitioners, especially those beginning their careers or in mid-level positions, another effective means of advancing is on-the-job development. And one of the best ways that HR professionals can hone key skills within their workplace is through their own manager or HR director.

[ILLUSTRATION OMITTED]

Lower-level HR practitioners need to build relationships by thinking about the best opportunities for themselves, their bosses and their coworkers, says Ruth Schimel, a former U.S. Department of State HR director who is now a career consultant in Washington, D.C. She suggests that HR practitioners look for projects or duties that they can excel in but that don't threaten the boss's position.

"Everyone is used to hearing that the HR manager is running around with her hair on fire," says Tara Hartnett, HR director of RedPeg Marketing in Alexandria, Va. "If someone came to me and said, 'Hey, can I take this over for you?' that would be such a weight off my shoulders."

It's a win/win situation: The HR manager gets to offload duties or projects that don't need the manager's sole attention, and the HR practitioner has an opportunity to learn a new aspect of the field and showcase his or her burgeoning talent.

Getting Started

Before you go to your boss, however, do some digging on your own. Come up with ideas on how you can help your manager, build trust and rapport with him or her, and learn as much as you can about the office culture.

Schimel advises HR practitioners to ask themselves, "'What can I do to support the needs of the people I work with?' Imagine an idea, small project or service that will show your abilities and also make others look good."

Then, Schimel says, "check out your assumptions. Whether or not [ideas] are well received, stay alert to building relationships based on serving others' interests."

Because of the confidentiality aspect of many HR functions, Hartnett adds, "you have to establish trust and rapport early on."

To build trust with your manager, first "know the vision of the organization and how HR fits into that," Hartnett says.

In addition to understanding the office culture, you also need to become an expert on the core programs of your HR office. Then, it's time to "get your feet wet in a lot of things," she advises. "I need someone I can groom to be me. If a person I hire can only do one thing, that's not enough."

Cathie Kasch agrees. Now the assistant administrator (or what would be vice president in the private sector) for the HR division of the Drug Enforcement Administration in Washington, D.C., Kasch worked her way up from an entry-level clerical position 28 years ago. Kasch attributes her success to a positive attitude and a willingness to take on new assignments.

"A lot of my success had to do with my energy level," Kasch says. "Back then, there was not a lot of interaction with managers like there is today. I had a lot of energy and drive." Kasch applied her go-getting attitude to a stream of federal jobs that she says "didn't make a lot of sense" in career progression. Still, she took them on and benefited by being exposed to different things, she says. Equally important, she earned a reputation for being dependable and flexible.

Personal Skills

After you've mastered the basic skills and knowledge for your job, most experts agree, you'll have to rely on interpersonal skills to work your way up and gain approval from the boss? How do you approach the boss? How do you gauge the person's mood? How do you learn the seemingly small things that may either please or annoy the boss? And how do you build a strong relationship with the boss without alienating your co-workers? Communication is key, managers say.

"A lot of this goes to emotional intelligence," says Greg Hessel, a senior client partner and manager of the HR division at the Dallas office of executive search firm Korn/Ferry International. "There's a bit of art to it. You need to have the emotional maturity and confidence in your skills to have a very direct and pointed conversation [with the boss] about resource allocation. 'What is a priority and what is not? What are commitments and what are simply ideas?'"

Starting the conversation, Hessel says, may be as simple as asking, "How can I help you?"

Communication skills can either make or break your job performance. While that may seem daunting, the good news is that you have more power than you may think in communicating with your boss. Even if the boss is busy or is a poor communicator, you have to be assertive in finding out what the priorities are and how you can help.

"I really believe it is OK to ask questions," Kasch says. "A lot of people feel like they will look stupid, but I think that's a mistake. You should have enough confidence to ask the questions."