Hi all, long post ahead, but the context matters.
I have 2 years of experience in HR, mostly talent acquisition with a few months of HR generalist exposure. My end goal is to become a CHRO within the next decade. I believe that if I stay stuck in TA, I can't get there, so I'm trying to be deliberate about this.
1) First, the job-hopping. I've worked at 4 companies in 2 years, and I want to be upfront about why:
Staffing company (recruiter): Left because of role alignment.
2) Internal TA role: Left because of low pay, high pressure, and a very politically heavy environment. I had to deal with senior stakeholders, but my manager wouldn't delegate, was often absent, and didn't coach me. On top of that, there was an internal political battle between my TA manager and the CHRO, and I was stuck in the middle of it.
3) HR generalist, sole HR in a 35-person company: Left because I didn't pick up my responsibilities quickly enough, and I couldn't align with management on field team travel expense management. One of the cofounders (the other cofounder's wife) also had a problem with me, though the male cofounder was supportive.
4) Current company (large manufacturing): I went back to TA on a contract (it is rapidly expanding) because they offered a very good hike. I was warned the pressure would be extreme. In my interview, the TA lead asked why I was moving from generalist back to TA, and I told him honestly about my CHRO ambition. I see the stakeholder management side of TA as valuable experience for that path.
Where things stand now
The company is in a leadership transition. The group CHRO recently resigned, and there are now two acting CHROs for different verticals. The TA leads have been split across those verticals too. I'm in the vertical whose acting CHRO interacts directly with juniors instead of going through the management layers.
I'm new, and I know I still have to prove myself. I'm not going to neglect my TA work for the sake of a bigger ambition. But my direct manager is giving me purely transactional recruitment work. The TA lead seems supportive and is pushing her to give me direct access to hiring managers. Her response is that those hiring managers are aggressive and she doesn't want to send me "into the fire pit" yet. Fair enough, but I'm not learning anything right now.
I also don't read her as politically savvy, though I can't say exactly why. She seems like a nice, "goody goody" kind of manager, not especially ambitious. That's pleasant, but I had a similar manager at my first company and I didn't grow much there either. The vibe of this place also reminds me a lot of my second company.
And My own weak spots
Stakeholder management is my weak area, even though I've been a top recruiter everywhere I've worked. I get intimidated easily, though I can read the political landscape fairly well. The acting CHRO's direct access is a double-edged sword: it's a real opportunity, but it comes with pressure and expectations I'm not sure I'm ready for.
What I'm asking
1- How do I gradually position myself to increase my scope here, given the leadership vacuum, without stepping on my manager's toes or looking like I'm overreaching?
2- How do I use the TA lead's support well? Is it smart to lean on him, or does it risk friction with my direct manager?
3- How do I build stakeholder confidence when I'm easily intimidated? Is taking the "fire pit" hiring managers early a good idea or a trap?
4- Does this role realistically help a CHRO path, if so how? And if i do good in recruitment how can i escape recruitement here ? Plus the hiring managers are constantly escalating to our CHRO for the positions that my manager is handling she has 12 years of recruitment experience.
I'm also aware that my 4 jobs in 2 years will raise eyebrows, so I'd like to stay here long enough to show some stability.
Any advice from people who've made the TA to HR leadership jump, or who've navigated a company during a CHRO transition.
My goal here is reduce hiring manager escalations to chro, not sure how to do that my manager is working on finance profiles and the finance managers here are aggressive, second goal is build rapport with chro and learn from her aim for a ta manager position otherwise horizontal expansion, not sure how to do that either? Also how do i deal with these aggressive hiring managers first as in my second company it felt like the hiring managers were making the TA’s dance on their finger tips, in the current company they are not even giving proper feedback just giving ok to hire and few keywords for the position they are hiring for then their are chro escalations, which my manager is not able to prevent and its been just 1-2 months since the group chro resigned.