HR Profiles: Is There Really a Template?

When you look at the profiles of CHROs, HR Heads, or even senior, middle, or junior HR leaders taking on as head of the function, one often finds their resumes following a similar template.

The buzzwords pop up repeatedly—Talent Acquisition (TA), Talent Management (TM), Learning & Development (L&D), Employee' life cycle Management, initiatives like Great Place to Work certifications, level denotes the usages of words. The variations are minor, just a few tweaks here and there.

But why does this happen? Why there is no specifics to the roles?

The reality is that every HR leader is uniquely positioned within their own organization. Their deliverables are shaped by their environment, means Founder, CEO, COO - and so their personal drive, and their approach to the role. Nothing about the function is standardized; it’s the individual behind the role who dictates rather the way he/she is being dictated.

Of course, compliance and statutory requirements remain non-negotiable—no organization can afford gaps there. But the experiences and contributions stemming from HR’s yet another core responsibilities will never look identical. In HR, the function’s impact often dissolves into the persona of the person driving it.

Contrast this, with roles in Finance, Marketing, Customer Service, or Technical Operations. These functions have defined functional deliverables. A Finance Head, for instance, can add value to laid down processes, but core responsibilities like Plant Accounting, Working capital Management, cost reduction measures can’t be swapped out. In these roles, the integrity of the function takes precedence over individual flair.

Do We have any such sacrosanct' deliverables & the way of execution well documented, in our roles in HR?

In HR, however, it’s not just about the function; it’s about who you are. Your presence, choices, and willingness to go beyond the established norms ultimately shape the role’s impact.

Turning Survival into Value:

For HR to thrive and not just survive, it has to move beyond compliance and administrative tasks. By focusing on strategic initiatives—like Talent development, leadership coaching, and driving cultural change—HR can establish itself as a key contributor to business success. It's about shifting from a "function of necessity" to a "function of impact."

(Based on experiences of dealing with many CHROs and their teams on Recruitment, TM &L&D' interventions)