A Reflection on 20 Years in Executive Search: The Complex Dynamics with HR Heads.

Over the past two decades of running my Executive Search firm, one pattern has stood out with remarkable consistency: the challenging dynamic with HR Heads. This observation isn't a sweeping generalization but rather an insight gained from countless interactions and experiences.

The Disconnect and Arrogance

Many HR leaders, once they ascend to the title of Head HR, Director HR, or similar, often exhibit a distinct change in behavior. Communication becomes one-sided. They rarely respond to messages or calls unless there’s a personal connection or an active collaboration. Even when we've played pivotal roles in their career advancements, the relationship tends to dissolve once they secure their desired positions.

During their tenure, which often spans 5 to 10 years, acknowledging a simple greeting or a request for introduction seems to fall off their radar. Ironically, these same professionals frequently share their insights and advice on LinkedIn, striving to maintain a public presence. The gap between their public persona and private interactions can be stark.

The Cycle of Need and Neglect

The pattern typically continues until their job security feels threatened. When new challenges arise – whether from shifting organizational dynamics, salary stagnation, or exposure of their inefficiencies – they suddenly remember their connections in the executive search world. The follow-ups are persistent until they secure another role, often with a better package and title. And then, predictably, the silence resumes.

In just the last month, three HR Heads who had been out of touch for years reached out, seeking assistance with their next career move. This cyclical behavior is a testament to a broader trend rather than isolated incidents.

Contrasting Experiences with Other CXOs

Interestingly, this behavior seems less prevalent among other C-suite executives like CEOs, CFOs, CMOs, and CTOs. These leaders often remain more accessible and appreciative of their professional networks, regardless of their current status.

A Call for Shared Experiences

I’m sharing this not to criticize but to open a dialogue. Have other executive search professionals observed similar patterns with HR leaders? How do you navigate these relationships? Let’s discuss and perhaps find ways to foster more consistent and reciprocal professional connections.

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