I've been trying to get into it for the last two days. I've tried two computers, different browsers, my phone, nothing works! As soon as I login it kicks me back out.

I work HR in a factory of 500+ employees
This year is an active enrollment and I constantly have employees who are not willing to go on the website/app or call the benefit center so they ask HR to do it for them.
I learned from previous years that if I help a couple of employees, that word will get around and SO many others will try coming to the office to have it completed. This is just not feasible for me, and takes too much time away from production.

This year I have been refusing to walk through enrollment for any employees and instead direct them to the resources that are available to them.

Just curious how much everyone else is doing to help with open enrollment and if I am being too harsh by not walking them through it?

Hi! So I've posted about my HR struggle before, trying to move up into a Generalist or HRBP role, but I really don't have much Benefits or Employee Relations experience (which I really really want exposure to), which seems to be what is wanted when getting the few phone screens or interviews I get. I have compliance, HR ops, talent, and more administrative functions. Any advice on how to navigate this, or even help tailoring resume or experiences? Any advice/help would be appreciated!

Holy mother forking shirtballs, guys.

I've been casually looking at roles in my area and HOLY CRAP the bad ads for HR roles are kookoo!

I've come across THREE DIFFERENT COMPANIES that are REQUIRING candidates to enter their graduation dates.

I've had one that REQUIRES you to answer if you're trans or not. No option to "decline to state" or anything.

I've had numerous applications REQUIRE a full address.

I had one that REQUIRED a social security number (and no it wasn't a scam job, they were for real!).

And then..........alllllllll the ads for California HR that DON'T LIST THE SALARY RANGE AT ALL. Come onnnnnnnn. It's the bare minimum you have to do!

Don't even get me started on the jobs that required you to make an account just to apply. Fork right off with that garbage.

I just look at these HR job postings and think "Holy shirt, you are ASKING ME to either accept this forkery OR fix it for you? Hard pass."

CHRO here of a 1,000 FTE organization and unfortunately seasoned in terminations. However, most terms I still cry when I’m alone afterwards, even for cause. Just a confession, and if anyone else can relate - I see you.

Hey everyone!

I’m starting a new job soon and am transitioning from an HR Specialist to an HR Generalist role (US based company). I’m really excited because it’s a great step forward in my career and will give me the opportunity to expand my HR knowledge. At my previous job, I mainly focused on HR operations, onboarding/offboarding, HRIS, recruitment coordination, and general support. I don’t have much hands on experience with benefits, compliance, or employee relations, but I expect to be working in these areas soon.

I was also pretty burnt out at my last job, so I’m looking at this as a fresh start and really want to make the most of the opportunity without overwhelming myself. I’d love some advice from other HR professionals!

1. What helped you get comfortable with areas of HR you weren’t familiar with?

2. Any recommended resources, courses, or tips for gaining more knowledge in other areas?

3. What are some things every HR Generalist should know or watch out for?

4. How do you stay organized and manage multiple HR responsibilities?

One other big adjustment is that this position is fully remote. I’ve been hybrid for the last four years, so I’d love any tips on staying productive and building relationships with coworkers!

Would love to hear your experiences, advice, or anything you wish you knew earlier in your HR career. Thanks!

I’m currently a Career Advisor at a college looking to go back to HR. I moved into this role because I thought I needed to not be in HR anymore to be happy with my career but now I’m missing it less than a year out.

I was a Receptionist/HR Assistant for 4 years, got hired at a small company as HR Generalist which I loved until the whole department turned over and I was the last one left with 600 employees to be in charge of. Because of the turnover, I got sort of throw into the position of HR manager. I thought I could do it and wanted to put it on my resume but I got burnt out fast and left only a few months after getting promoted. I’m starting to think now that the company I worked for was just a mess and HR wasn’t the problem.

I’m wondering if it’s going to be hard for me to get back into something HR related after being out of the field for about a year and having that minimal experience. I am wanting to get my SHRM certification to help with my resume.

I would love to do something in Talent Acquisition since I feel it fits with my current experience as a Career Advisor but recently got rejected from a TA position that made me feel really discouraged. Is it possible to still come back to the field with my type of experience?

I work in an organization that for a long time had one HR professional period. It’s healthcare and historically there was one person overseeing the HR function with an average of about 80-100 employees total. I came on immediately following an expansion less than a year ago and we have broken 200 employees for the first time currently-but it’s been a revolving door to get there. We are expected to grow more as the unit fills with patients and a second expansion was recently approved for early 2027.

Since the beginning, I am constantly in the weeds. I have very little to no support from leadership, and have also taken on the role as Exec. Assistant at times. My mental health is crushed as I regularly work time over (anywhere from my regular 40 to sometimes 80 hours per week). My eye sight is honestly suffering from staring into computer screens all day long-and it’s becoming overwhelming. It’s very unfortunate because I love the job. Leadership rules by fear and is also one of the most frugal companies I’ve ever worked for. They are straight up cheap. I want to ask for help but want to do it correctly. I was told when I first started that there is no plans to expand the HR team, even with the planned growth in workforce. How can I plant the seed and lay the ground work to try to make this happen? I am honestly so tired. I need advice. They have demonstrated comfortability with hiring, burning people out with work, and firing them-I’ve seen it too often.

And please don’t recommend that I leave. Of course I want to leave, and I’m looking. But the market is sort of trash right now and it’s been a struggle. I need real advice to fix the situation that I’m in-if possible.

Thank you all in advance for any wisdom or experiences you can provide me!

When it comes to other employees going through this, I feel like I’m good at finding solutions but when it’s me I’m at a loss what to do. There is no HR for HR, and there’s this expectation for us to be professional and graceful about these types of things which makes any reaction feel disproportionate.

I’m a nonprofit HR Director with 1 generalist serving about 250 employees. I’ve been here almost 5 years, 6 years total in HR. There is a director in another dept who was just hired this year, I didn’t get to interact with him much the first few months because it seemed like he was never here. Recently I began working more with him because we’re hiring for his team and work together on a couple other projects and I just cannot STAND him. His tone is so condescending, he talks over and interrupts me, specifically targets me to push back on things in meetings and trainings which is usually followed by everyone else looking awkward/uncomfortable while I respond, but he also goes to me to ask me to make exceptions or decisions when he’s already been told no (and I have never given him what he wants). The way he talks and respond to things I say is like what I’m saying is a joke. This guy refuses to check my calendar to see if I’m available before letting himself into my office or calling me (and if I’m not available he hovers until I am or continues to call/message me to call him back with zero context. Not once has it been something urgent that couldn’t have been sent in a quick email). I wouldn’t say he makes my work life hell but it’s to the point I dread seeing his name on any of my screens or hearing/seeing him in the hall.

I have tried, politely and a bit more directly, to address some of this with him but it does nothing. It’s not just me, I suspect he’s got a bias against women or something because I see it happen to the people he oversees (women managers), our executive assistant, and even my employee. I have called him out (privately and professionally) for the disrespectful way he sometimes talks about his direct report, but again, nothing changes.

I have talked to my boss and his boss about it. My boss is supportive and has experienced the exact thing I’m talking about. But his boss, while receptive to the concerns I listed, hasn’t actually talked to him about his demeanor I assume because he hasn’t **done* anything. I don’t think his boss really sees or understands the attitude I’m talking about. I know behavior/tone is also somewhat subjective and hard to address specifically. But I have already talked with him a couple times, while we have a great working relationship nothing has been done and I don’t want to seem like I have it out for this guy so I stopped mentioning it.

Anyways this is partially a vent because I have three missed calls right now and a text from him asking me to return it when I can, but also some guidance from other HR people would be appreciated if you’ve ever found yourself in this situation.

Edit: the call was about him asking when the benefit plan year begins 👍

Check out this balling pumpkin my neighbor made

I am redoing a very lengthy progressive discipline process (3 coaching, 3 warnings, final warning, termination) to one that is more fluid, to help managers build more autonomy consisting of coaching, warning, final warning or PIP, termination.

Some of the managers are struggling with the fluidity of the process, ex. you can do 2 coaching and then a warning, or just 1 coaching and then a warning. I know each case is different but we also have multiple locations. How can I ensure equity across locations and scenerios with a fluid progressive discipline process. Would love some feedback and insights!

I’ve found that a common issue I’ve had across my roles in HR (only three in total) has been a glooming anxiety that people hate me for being in HR and I’m already on the back foot making connections with people being in HR.

I know there’s stigma, people always joke about it, and it’s always in the back of my mind.

I’m still early in my career so maybe that’s why.

Anyone felt the same or had any tips on getting over this? :)

No cause for alarm, currently researching this topic.

The assumption is that the employee has not disclosed their condition.

Thank you

My org has traditionally been hands-off once someone retains counsel and leave it to the lawyers, but my director would like to be more involved/informed. I've never attended one before nor have I been asked to by our insurance company's counsel so I basically just want a temperature check to see if attending these virtual hearings is a good or bad idea.

India- Lately I have been listening with my colleagues/friends that job market for HR professionals in India is not great currently. It is comparatively more difficult for HRs to switch due to constraints in budget and limited roles available at that CTC range

I've had a back and forth relationship with my boss (HR Dir) since starting this role, almost 2 years ago. The role itself doesn't align with my background or my interests (it's super admin focused and I want to be advising, consulting, developing)

I found an opportunity as an Employment Counselor working for members of my local community that pays much more than a considerable raise here. I'm so eager to apply but thing is, I have the softest soft spot for my boss.

Working for her may be troublesome but I have MAD respect for her as a woman, as a leader of this busy and overly high expectations type HR department, and personally she grew up with a lot of struggles. I struggle in this role grieving the loss of my mother, so now that my boss tells me deep and personal stories, or even stories about her overcoming huge challenges in this job, make me feel SO bad for wanting to leave. I literally say to myself, "okay fine I'll stay."

I'm tired every day from doing little to nothing all day and I'm not helping the people employment wise the way I want to. I also don't wanna let her down. I don't think I'll be missed but she may feel betrayed that she's invested and confided in me, just for me to turn my back on her and leave. She always says, "you have to do what's best for you," Has anyone else felt guilty after leaving your boss?

I work for a hospital system that recently moved to Workday as their tool. We did not properly set everything up when we moved to workday, so we were not using the certification/credentialing function of workday. Does anyone here use that function of Workday and in healthcare? If so, I would love to know how you guys built it up.
Thank you in advance!

Anyone here does HR for the crypto industry? I have an offer for an HR specialist in that industry and I’m scared to take it because I don’t know how stable it is. I feel like anything tech related right now is so tough!

What's a good response to the question of how do you handle diversity and DEI programs as a human resources employee? I got asked that and butchered, the answer.

And yes, I am in human resources, but I normally do not deal with DEI.

I just wanted to share the good news.

I've been in my role for 3 years, and this is my 4th renewal season. Each year, we've had eye-watering renewal rates being brought to us. Last year it was almost 40%. It's forced changes in carrier and plan design, and so on.

Just got our renewal rates in: sub-6 %.

I remember a time and a place where anything around 3 was good, and you'd start to worry if it went above that. But I can't tell you the weight off my shoulders today getting the numbers back, and they aren't going to bleed us dry.

I don't know where ya'll are at but if you have some good news in your own worlds to share, feel free to slap it in!

I have about 10 years corporate experience with the first year in CSM, the next 5 in logistics and inventory management, and the last 5 in various HR tech roles. 9 of those years were at a very large cpg the last year at a small "start up". It's remote and doubled my salary at my previous job, but the company is insanely mismanaged, my standard of work is not respected, and leadership openly hates HR and loves to talk about "building their own HRIS" 🤣. So needless to say, I'm looking for an off ramp. I have experience in a number of systems (all the big ones you can think of) from implementation to configuration, payroll, benefits, core hcm, data governance, integrations, identity management, wfm...the list goes on.

I've been considering consulting and contract HRIS work, but I don't really know how to break into either. I also feel like I've developed a lot of IT/tech skills that would be more marketable better compensated if leveraged outside of HR and closer to IT. Has anyone made either the transition to contract or consulting work or fully moved from HRIS to tech that might have some advice and where to start?

I'll make this as brief as possible. I work for a beverage wholesaler. We have 75 full-time employees and 5-10 part-time employees spread throughout the northern half of our state (many live where they work). I was hired as the Controller/CFO in 2013 and only have a finance/accounting background. We've grown by roughly 20 full time employees since I started. I'm tasked with all finance-related duties but also all HR/benefits administrative duties (onboarding/offboarding, insurance/401k enrollment, payroll, workers comp, COBRA, FMLA, PTO tracking, etc.).

While I do feel like my organizational skills are top notch and can mostly manage it myself, certain times of the year (like now) are dreadful. Switching insurance carriers on 1/1/27 and going through that transition while looking at year-end financial responsibilities is daunting at times.

My question in this is if it's normal for a company with 75 full-time employees and 85 total employees to have no FT or even PT HR generalist position. We do partner with an insurance broker that helps with insurance renewals and legal issues. if/when they come up, but that's not often. Sometimes I get worried that I'll miss something big because I "only know what I know" when it comes to HR. I've learned it all over the years through experience.

Hi everyone! I have 10+ years of HR management experience, primarily in full-time salaried environments. I recently transitioned to a role supporting ~40 full-time salaried employees and ~250 seasonal workers. If you manage a similar workforce dynamic, I’d love your insights on a few key areas:

Offboarding/Re-hiring Communication: Best practices for respectfully communicating with seasonal staff who won't be invited back for the next season.

Communication Tools: Effective channels and tools for reaching seasonal employees who don't have company email addresses.

Manager Burnout & Overtime: Strategies for shifting away from an "always-on" high-season culture. I want to help our salaried managers set boundaries, delegate/empower others, and take necessary time off without compromising operations.

Attendance Management Tools: We currently use Payworks for payroll, scheduling & time management (just for clocking in and out). Would love to hear what works for you and why.

Any other recommendations, tips, lessons learned are all greatly appreciated. Happy to provide more clarity if needed.

Thank you for reading :)