Most HR Leaders Aren’t Scaling a Function — They’re Rebuilding One From Scratch

More than once I’ve found myself joining companies that say they want to “level up” their People & culture function, only to realize the real work was not leveling up an existing function — it was building an entire function that was either non-existent, or broken.

I recently asked in a LinkedIn post, “Does this just happen to me?” and the response was overwhelming. So no, it’s not just me, and it’s not just you.

What This Actually Looks Like

I’ve been in companies that truly embraced HR as a strategic partner in these situations, and others where the interview pitch didn’t match the reality. That gap between what a company says it wants from HR and what it’s actually ready to support is where I have found the biggest disconnect.

Maybe you walk in and see quickly there’s no onboarding (why is this always the thing missing?), or that they are missing a talent acquisition strategy. Perhaps there’s no clear definition of what “good/great/greater” looks like or no defined metrics for performance and engagement.

Operationally, a broken HR function feels disjointed. There’s no systems set up or maybe even no foundation of culture, performance, or employee lifecycle. There’s usually no connection to the business either. Business units like Finance, Operations, and others have been going it on their own without the partnership of HR.

So, How Do You Spot the Rebuild in an Interview?

There are the obvious phrases: “We need someone to uplevel and fully take ownership of the role.” Or “We want someone strategic and something different.”

Take this as an opportunity to ask deeper questions. I’d even ask to speak with more people.

Harder to spot (and harder to transform) will be the companies that say they really want change, convince you they do, but have not yet examined what that actually means for the business. In these circumstances there is no right answer on how you should move forward. In my experience the best choice to make – to stick it out or leave – is whichever choice is best for you.

The HR Rebuild Toolkit

So you’re committed to the rebuild. What’s next?

I should say this clearly: I definitely didn’t get this right the first time, or the second time.
Wrong, to me, looked like folding in and accepting the status quo. I didn’t evaluate the processes and I mistook “being supportive” for not asking tough questions. Looking back, I was often absorbing the chaos instead of interrupting it. I was riding on a train without tracks.

Along the way I’ve learned that the rebuild is easier and often more successful with a toolkit. Here are some of my tools that have helped me become more successful with each new opportunity.

1. Build real compensation architecture instead of one-off decisions.

There’s data everywhere — and AI makes this easier than ever to build and maintain. Of course this relates to hiring or budgeting, but for some reason a new People leader always equals pay conversations…

2. Get to know the org structures and begin to define job paths

Think bigger than the company’s roles, because the employees definitely are.

3. Work with leaders to create clarity on skills and expectations so performance isn’t subjective.

Build a skills bank so you’re aligning strengths to outcomes, not guessing at performance.

4. Pick a framework that you can use no matter where you are.

I like Build, Enable, Engage — but any variance of core functions and focus works. Pick something that makes sense to you and begin to build a personal OS you can use anywhere.

5. Add in AI wherever you can

AI has accelerated all of this, serving as a thought partner as I’m digging in. Tools like ChatGPT or Claude help me review what’s there, talk through what’s working and not, and turn the problems I find into plan.

Keep Up the Energy

Let’s be real: rebuilding functions is exhausting.

Part of that exhaustion is not just the work, it’s having to translate the value of the work.

While we know the cost/benefit of things like engagement and culture, to many executives, those things are intangible. Business knowledge and financial acumen are the lens through which you need to approach every initiative if you want to impact real change. Then, connect to the business in a way that doesn’t add work to your operators but instead releases friction.

Exhaustion also comes from going non-stop because everything feels important. But, nothing burns me out faster than not stopping to dig in before running. Get organized before jumping into the chaos. I like to give myself the same advice I give to my leaders: “Before acting, just take a beat, Chelsey.”

Don’t Rebuild Alone

Build a community of resources who can help you triage. Get on the phone with counterparts. Call up vendors you trust. Engage with the other execs in the business.

Community like Troop is where I go for firsthand knowledge. That’s where this post came from — a shared experience that so many people felt in their bones.

Rebuilding HR can feel lonely, especially when everyone is looking to you for answers. But the work does not have to be done alone.

 Can Businesses Really Change How They See HR?

I like to think so. But, not always. When a company truly wants HR to become a strategic partner, it has to do more than hire a strategic HR leader.

It has to make room for that leader to ask harder questions, challenge legacy assumptions, connect people decisions to financial outcomes, and build systems that may feel uncomfortable at first. As much as its our part to lean in, not every business will get there. That’s not us failing, it’s figuring out we should have swiped left instead of right on the offer letter.

How Will It End Up

I’ll leave you with this, success means something different to everyone. I have found, though, that it most requires remembering that if you are building from scratch (or rebuilding) you may be the only person in the room with an opinion and experience.

So share it. Because the goal is not just to survive. The goal is to build something better, through it.

‍

Want to continue the conversation with Chelsey? Reach out at hello@troophr.com.