This week's letters
Letter of the Week
Why is it so hard to get an HR job?
In response to recent letters printed in Personnel Today I would like to reiterate how difficult it is becoming to enter the HR profession.
I am a recent graduate CIPD member with an MA in human resource management. I regularly write for a recruitment publication and have varied experience in HR, mainly at administration level.
I gained my CIPD because I was finding it impossible to get into the profession without it. Now that I have this hallowed qualification it would seem that it is even more impossible to enter this seemingly sacrosanct profession.
When applying for a graduate HR position I was told I had too much work experience. When applying for an HR officer role I was told I did not have enough work experience. When applying for an HR administration role I was told by one agency that it would put my CV forward, but that I should not hold my breath as I would probably be seen as a threat because of my qualifications.
So the struggle goes on to find that elusive company which values my qualifications and experience. That crazy, risk-taking company which realises that although I may not hit the ground running, with some support and understanding I could be that model employee it has always been looking for.
Shortcomings of personality quiz
My work as a consultant brings me into contact with senior managers across industry sectors. The challenges they face are varied and complex, with increasing pressure to become "supermanagers" who will excel in all areas of business management.
The latest aid to assisting them in this quest appears to be for them to explore and develop their emotional intelligence. I completed your article on emotional intelligence (Features, 10 April) with a wry smile, following the warning to HR professionals from Dr Higgs that "Épeople are re-badging stuff as emotional intelligence."
As an occupational psychologist I have little argument with the concept that there are key indicators that can be assessed and used either to predict future performance or serve as a framework for personal development. My doubts lie in the value of taking an "emotionally intelligent" approach to do this.
When further examining what practitioners cons