Robin Schooling

The HR Initiative “Ick” Factor

Somewhere along the way, “initiative” became HR’s go-to label for… well, everything.

We launch employee engagement initiatives, diversity initiatives, wellness initiatives, retention initiatives – all in the hopes of signaling importance, urgency, and forward momentum. But if you’re anything like me, you’ve probably developed a low-key eye twitch every time the word shows up in a meeting invite or slide deck.

Here’s the uncomfortable truth: calling something an “initiative” often makes it sound optional. Temporary. A side quest. It becomes a shiny, siloed effort sitting just outside the core of how the business actually functions. Worse, it’s frequently shorthand for “HR is trying something again.”

Because when you peel back the language, you have to ask – shouldn’t these things just be how we work?

Do we really need to “initiate” employee engagement? Should diversity, equity, and inclusion be an “add-on” effort? Why do we treat wellness as a campaign instead of a cultural value?

Slapping the word “initiative” on essential work can dilute its meaning and subtly undermine its legitimacy. It creates a perception that these efforts are time-bound, that they’ll fade out after the quarterly survey results roll in or once the executive sponsor moves on to the next project. And honestly? That’s how a lot of them play out.

The irony is, many of these so-called “initiatives” are actually the workplaces we say we want. Engaged employees. Inclusive cultures. Human-centered leadership. We’ve just chosen to wrap them in initiative-speak because it sounds organized and strategic. It feels action-oriented. But in reality, it can be a dodge – a way to distance the core business from shared ownership and accountability.

So what’s the alternative?

Start by challenging the labels. If something is core to your business strategy, stop branding it like a temporary experiment. Call it a commitment. A value. A way of operating. Bake it into how you lead, how you manage, how you make decisions. If inclusion is important, it should show up in hiring, promotion, performance management, and succession planning – not just in heritage month celebrations.

This doesn’t mean we stop doing focused work or targeted interventions. But let’s be more intentional about how we talk about them. Words matter. Language shapes how leaders and employees engage with the work. And if we want culture change, retention, equity, or well-being to stick, we have to stop treating them like side gigs.

If your HR initiative needs a launch date, a name, and a logo to get people to care, the real problem isn’t branding – it’s belief.

So maybe – just maybe – our job in HR isn’t to “kick off” another initiative. It’s to embed what matters into the very DNA of how our organizations operate.

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How To Look Strategic When You’re Crying in the Breakroom

There are days when you’re absolutely crushing it – deftly navigating a complex leadership conversation, adjusting your people strategy on the fly, making decisions with clarity and confidence.

And then there are days when you close your office door and sob like your soul just got sideswiped by a rogue Slack message.

Let’s talk about that second kind of day.

One of the underrated joys of working from home is the ability to emotionally unravel in private. You can mute your mic, turn off your camera, and dissolve into tears between calendar blocks. You can go full fetal on your bed after an awful conversation and reemerge 12 minutes later with under-eye gel patches and a fresh lip gloss, ready to tackle the next fire. No one sees it.

But when you’re in the office? There’s no graceful escape route. There’s no “BRB, having an existential crisis.” There’s just… the breakroom. Or the parking lot. Or, if you’re lucky, an office door that closes all the way.

Work is hard. And it’s often emotionally draining.

Especially in HR or leadership roles where we absorb not just our own pressure but everyone else’s, too. The expectations are relentless. We’re supposed to be strategic, credible, resilient, emotionally intelligent, and calm under pressure – sometimes all in the span of one meeting. Yet, snuggled up next to the meetings and metrics, emotional labor at work is what quietly drains even the most resilient among us.

Because we’re still human.

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I’ve cried at work. You probably have too.

I remember one particularly epic meltdown years ago when I was working in health care. After a terse exchange with an employee (a very challenging RN) that left me simmering with frustration, I closed my office door and just wept – ugly, full-body crying – for a solid ten minutes. No performative dabbing. No stoic composure. Just release.

And you know what? I felt better afterward. Lighter. More grounded. More me.

There’s this quiet fear that if someone catches us crying, we’ll instantly lose credibility. That the tears will erase our strategic edge. That we’ll be dismissed as “too emotional” or “not leadership material.”

We still live under the residue of outdated professionalism, where emotional expression is treated like a liability instead of a sign of humanity.

But you know what? Emotion doesn’t make you less of a leader. It makes you more real.

Brené Brown likes to tell us that vulnerability isn’t weakness – it’s the birthplace of courage, creativity, and connection. Her research shows that leaders who embrace emotional honesty – not oversharing, but real presence – are more trusted, more effective, and more resilient. It’s not about turning the office into a therapy session. It’s about recognizing that being human at work isn’t a liability – it’s a strength.

In fact, research on psychological safety tells us that when leaders model emotional openness, it creates space for trust, risk-taking, and real conversations.

People don’t need perfect leaders. They need present ones.

Even Google’s landmark Project Aristotle – launched to discover what makes teams most effective – found that psychological safety was more important than anything else. Not experience, not intelligence, not structure. Safety.

Let’s also acknowledge this: women, and especially women in leadership, carry a heavier emotional tax. We’re expected to smile, stay composed, be approachable but not soft, firm but not aggressive, emotionally intelligent but never emotional. It’s a constant calibration, and honestly, it’s exhausting. Also note: there are some real conversations to be had about if the aforementioned Brene Brown’s research, messaging and exhortations even make sense for Black women. (read this and this).

But if you’re wondering how to “look strategic” when you’re barely holding it together, here’s the secret:

You already do.

Because strategy isn’t about detachment – it’s about making intentional decisions, even when they’re hard. It’s about holding space for people and still holding the line. It’s about being human and leading with strength.

So yes, have your cry in the breakroom.

Wipe your eyes, straighten your spine, and walk back in like the competent, capable leader you are.

And if someone sees you? Own it. Don’t apologize. Just say, “Rough moment. I’m good now.” Then carry on.

Because that’s what real leadership looks like.

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When You Feel Invisible at Work: What it Means and What to Do

There are moments in life – and let’s be honest, in our careers – when we want nothing more than to slip on a metaphorical cloak of invisibility and quietly ghost out of the room. No fanfare. No parting speech. Just a clean exit, stage left.

Sometimes it’s intentional. We’re tired. Or bored. Or simply done with trying to explain ourselves to the same people who ask for input and then promptly ignore it. Other times? It feels like the cloak is thrown on us without warning. One day we’re running the room, and the next we’re wondering if anyone even sees us sitting at the table.

This phenomenon isn’t just about introversion or burnout or being passed over for a promotion (again). It’s about visibility. It’s about presence. It’s about choice.

The Phases We Move Through

We all go through phases. Early career, we hustle. We observe, absorb, and try not to make too much noise while figuring out how the hell everything works. We mimic. We blend. We try on voices and styles until we find our own. And when we do? We start speaking up. Offering ideas. Leading the meetings. Sending the emails that people actually open.

There’s a power that comes with that phase. The “on the stage” phase. We know our stuff. We’re confident. Or at least we’ve gotten really good at faking it with enough swagger to convince others (and sometimes ourselves). We start mentoring. We coach. We become active in community groups or professional organizations and maybe – on a good day – we win some kind of award or recognition.

But then, something shifts. Not all at once. More like a slow fade.

We give the spotlight to others. We let the newer voices be heard. We tell ourselves it’s noble – and sometimes it is. Wisdom, after all, isn’t about hogging the mic. It’s about knowing when to hand it off. But what happens when the handoff turns permanent? When the stage lights dim and no one thinks to turn them back on for us?

We become invisible at work.

Choosing to Be Seen

Here’s where it gets real: sometimes we don’t want to be invisible. Sometimes, being on the sidelines isn’t a choice. It’s circumstance. Or perception. Or just the weirdness of professional aging in a workplace that worships fresh takes and disruptors but doesn’t always value the deep bench of been-there-done-that wisdom.

The cloak of invisibility is a funny thing. Sometimes it’s comfort. A retreat from the noise. Sometimes it’s armor – protection from environments where our voice would be more echo than impact. But sometimes? It’s exile. Silent. Unacknowledged. And that’s when it gets heavy.

So what do we do with that?

First, we name it. Because invisibility has power when it stays unspoken. But once we say, “Hey, I feel like I’m disappearing over here,” something shifts. Others perk up. They nod. Because chances are, they’ve felt it too.

Then, we make choices. Maybe we want the cloak. Maybe we’re done performing and just want to observe for a while. That’s fine. There’s wisdom in the sidelines too. But if the cloak is starting to itch? If we feel overlooked, undervalued, unseen? It might be time to take it off.

Stand up. Speak out. Even if your voice cracks or you feel rusty. Even if your ideas aren’t met with fireworks and applause. Say the thing. Make the move. Ask the question. Be visible, even if it feels awkward at first.

Invisibility isn’t always about volume. It’s about presence. And presence doesn’t require a spotlight – just the decision to show up.

So whether you’re under the cloak by choice or by accident, the question is this: do you want to stay there?

If the answer is yes, that’s cool – own it. Recharge. Observe. Rebuild.

If the answer is no? Show up. Make noise. Because someone out there is waiting to hear what only you can say.

Even if you have to say it twice.

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Tomorrow’s HR Starts Today: Future Proofing Your HR Team

Because shuffling the deck chairs isn’t the same as setting sail.

Let’s face it: the HR team you have today might not be the HR team you need tomorrow.

Businesses evolve. Teams grow. Technology shifts. Expectations rise. So the million-dollar question becomes: how do you make sure your HR team is capable, confident, and ready to kick some serious organizational tail?

Hint: it’s not about giving Janet in Benefits another task “because she’s been here the longest.”

Sometimes you’ve got to take a clear-eyed, unapologetic look at how to evolve your HR team — not just to survive, but to thrive.

Let’s get into it.

The Trifecta That Matters: Capability, Competence & Confidence

Sure, these three C’s (***) sound like something from a management textbook, but don’t tune out — they’re the foundation of a high-functioning HR team.

Capability is about understanding the work at a strategic level and having the chops to deliver.
Competence is where expertise meets execution — the ability to deliver results with consistency and quality.
Confidence is what turns participation into presence — it’s voice, ownership, and belief in one’s own value. (Call it mojo, call it rizz — I call it essential.)

Not every recruiter wants to be a generalist. And your Employee Relations pro may not want to touch campus recruiting with a ten-foot pole. Moving people into misaligned roles might solve an immediate gap, but it’s a fast track to burnout and turnover.

Start here: assess what each person on your team knows, wants, and can actually do well. Think: skills, knowledge, abilities — but do not forget their passions and professional goals. What excites them? What do they want to learn next? That’s where development meets strategy.

As organizations have grown more complex — with global reach, hybrid work, and rapid transformation — HR has had to evolve alongside them. But chances are, your team structure hasn’t kept pace.

Pressure-Test Your Function: Where Can You Level Up?

It’s time to take inventory. Evaluate the current state of your HR operations:

Is your team agile enough to adapt to shifting business needs and workforce dynamics?
Where is your team stretched too thin — and where might you be over-indexed?
What’s the right mix of generalists and specialists for your unique business?
How strong is your operational backbone? Should you streamline or outsource transactional tasks?
Are you using HR technology strategically — or just checking boxes?

This isn’t about change for the sake of it. It’s about aligning your structure with what actually moves the business forward. Be curious. Be bold. Ask the hard questions and build a roadmap for change.

Clarify Roles, Eliminate Waste

Even the best HR teams can have territorial disputes — field vs. headquarters, Centers of Excellence vs. HR Business Partners, Talent Acquisition vs. L&D. It’s normal. It’s irritating. But it’s also fixable.

Avoid the turf wars and design roles with intention. Ask:

Who needs to be in the room for decision-making?
Who owns program rollout — the architect or the relationship manager?
How can we strike the right balance between customization and consistency?
Are too many people touching the same issue? Are we duplicating effort or muddying everything?

Here’s the zinger: Are we over-resourced in the wrong places — and under-resourced where it matters most?

A little intentionality goes a long way. Define the who, the how, and the why of your team’s responsibilities. Simplify where you can. Collaborate where you must. And above all — make sure your internal clients experience HR as a partner, not a puzzle.

Design for Strategy, Not Just Service

When your HR structure is aligned — when you’ve got the right people in the right roles, doing meaningful work — you don’t just support the business, you shape it.

You may not need more headcount. You may not need a total re-org. But you do need a clear-eyed strategy. Consider:

Who owns the client relationship? (Often the HRBP — but be explicit.)
Are you investing enough in deep expertise at the core of each HR function?
Are your HR team members (especially the senior staff!) equipped to surface patterns, diagnose root causes, and present real solutions?
Is your structure built to support strategy — or just manage requests?

Modern HR is fast-moving and high-stakes. Your team needs clarity, confidence, and the capability to deliver. When they have that — the results speak for themselves.

Let’s build some badass HR teams!

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*** I wrote about “The HR Trifecta: Capability, Competence and Confidence” yesterday on the Humareso blog. Today, I decided to keep it going.

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