This is something I’ve been reflecting on more recently in conversations with senior HR professionals.
HR leaders spend so much of their time developing others. It’s part of the role, and rightly so but somewhere along the way, many neglect their own development.
The role becomes all-consuming. There is always something more immediate to deal with and particularly at a senior level, the work can feel quite isolating. There are conversations you simply can’t share, even within your own team.
Due to this development sometimes becomes something we encourage in others, rather than something we actively prioritise for ourselves.
At a senior level, development isn’t only about improving qualifications. It’s also about staying stimulated, relevant and supported in a role that can be demanding in a number of ways.
For some, that might mean revisiting the formal route such as making the move from CIPD Level 7 through to Chartered status. It’s not always an easy step as it requires time, evidence of impact and often a significant personal investment but it can be an important marker of continued professional development.
For others, development looks less formal but is no less valuable. It often comes down to a few intentional choices such as:
Staying close to employment law updates
Legislation is changing constantly and it’s very easy to fall behind without even realising. Regular updates don’t just keep knowledge current, they provide a level of confidence and reassurance in decision-making that is hard to replicate elsewhere.
Participate in HR peer groups or Round Table Events
There is real value in smaller, trusted HR forums. Not only large conferences but spaces where conversations are open and grounded in reality. At a senior level, the role can be quite isolating and having a network where you can sense-check thinking or hear how others are approaching similar challenges is incredibly grounding and we experience this first hand at our HR Round Table events.
Working with an executive coach
This is often overlooked, particularly during periods of transition. Stepping into a more strategic or director-level role brings a different set of expectations and having someone independent to challenge your thinking and create space for reflection can make a significant difference.
Development at a senior level rarely happens by accident. It becomes something you have to choose and often something you have to invest in yourself with time, energy and sometimes financially.
And yet, if we step back, it’s exactly what we encourage others to do every day.
So perhaps the question is not whether development still matters once you reach a certain level.
It’s whether we are giving the same attention to ourselves as we do to everyone else.
I’d be interested to hear… what are you doing currently to invest in your own development at this stage in your career?
Thanks, Liz
