Have you ever found yourself wondering if the work you do in HR is truly making an impact? Are we spending our time on what really matters, or are we getting caught up in the latest trends, novelty perks, and vanity projects? These are the questions I want to explore in this article, and I invite you to reflect with me.

As HR leaders, we’ve all faced moments where we wonder whether staying in-house or moving into consulting might be the better choice. Many talented HR professionals are choosing to leave organizations in favor of consulting because they feel they aren’t working on what truly matters. They want to focus on meaningful projects, work with the willing, and drive real change.

But why are organizations losing their best HR minds? And more importantly, what can we do about it?

Table of contents

What occupies our time in HR today?

If you take a step back and assess how HR departments spend their time, you might notice that a large portion of it is consumed by:

  • Trendy perks and technologies – The four-day workweek, debates over remote vs. hybrid work, and, of course, office ping pong tables and slides.
  • Vanity projects – Well-intentioned but often ineffective initiatives that are more about optics than results.
  • Busy work – Bureaucratic inefficiencies, understaffing, and endless administrative tasks that keep HR teams bogged down.

The real question is: Are we chasing trends at the expense of core HR priorities?

If we say yes to these distractions, we are saying no to something else—something potentially more impactful. There’s always a cost. So, be mindful of, what I like to call, the ‘trend trap’ and consider whether these things drive value or are they simply diverting you from your true mission.

The core pillars of HR: Where our value truly lies

Despite all the noise, the fundamentals of HR remain unchanged. These are the pillars that should command our attention:

  • Attracting and finding talent – Whether in times of scarcity or abundance, finding the right people is always a priority.
  • Retention and engagement – Keeping employees motivated and committed is a continuous challenge.
  • Training and development – With the pace of change accelerating, are we equipping our people with the right skills?
  • Change management – In high-growth organizations, the ability to manage change effectively is a key differentiator.
  • Culture building – Employees want to work for organizations that align with their values. Are we fostering workplaces where people thrive?

We must ask ourselves: Are we dedicating enough time to these areas, or are we getting distracted?

A framework for balance: The 70-20-10 rule

the 70-20-10 rule explanation

One tool that can help HR leaders find the right balance is the 70-20-10 Rule, originally developed in the 1980s and later embraced by Google to guide employee work priorities:

70% on core activities – The fundamental HR projects that drive stability and long-term success.

20% on related HR initiatives – Projects that stretch and improve existing processes.

10% on innovation and transformation – High-risk, high-reward initiatives that have the potential to redefine HR practices.

While innovation is critical, we must be careful not to chase shiny objects at the expense of foundational HR responsibilities.

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Rethinking HR’s approach to solving problems

HR’s challenges haven’t changed much over the years. What needs to change is our approach to solving them.

To do this, we can apply Design Thinking—a method for finding creative solutions to complex problems. Here’s how HR can leverage this approach:

  • Reframe the problem – Look at the issue from a different angle. A new perspective may reveal unexpected solutions.
  • Get diverse perspectives – Engage employees, managers, and other stakeholders to gain a holistic understanding.
  • Challenge existing assumptions – Are we holding onto outdated ideas about performance management, career pathing, or productivity?
  • Leverage new technologies and methods – AI, automation, and analytics can help us optimize processes and enhance decision-making.
  • Pilot and experiment – Before rolling out company-wide initiatives, test them on a smaller scale.
  • Continuously learn and adapt – Measure results, gather feedback, and iterate to refine solutions over time.

Areas in HR that need a revamp

Some HR practices remain stagnant and desperately need rethinking. Here are a few areas where we should focus our efforts:

  • Performance management – Traditional methods often feel like an HR-driven exercise rather than a meaningful development tool.
  • Measuring productivity – With hybrid and remote work, how do we assess productivity beyond hours worked?
  • Workforce planning – Many organizations cycle between rapid hiring and mass layoffs. Can we develop a more strategic approach?
  • Alignment – Ensuring teams and departments align with broader organizational goals remains a persistent challenge.
  • Equitable pay – Pay gaps continue to exist. Are we doing enough to ensure fairness?
  • Manager effectiveness – Leadership quality directly impacts engagement and retention. Are we investing enough in manager development?

…and many others.

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The future of work and HR’s role

The future of work isn’t coming—it’s already here. HR is already shaping tomorrow’s organizations, but to do so effectively, we must:

  1. Focus on root causes – Are we addressing the real issues or just treating symptoms?
  2. Gain leadership buy-in – Change requires alignment and commitment from the top.
  3. Find new ways to solve old problems – If a process isn’t working, we shouldn’t just tweak it—we should rethink it entirely.

What about AI’s role in HR?

AI is already transforming HR, especially in areas like recruitment, resume screening, and talent analytics. However, we must go beyond automation and explore how AI can help us tackle deeper challenges.

For example, how can AI improve career pathing? How can it help us anticipate future workforce needs? There’s still much to discover, but AI has the potential to make HR more strategic, data-driven, and impactful.

Final thoughts: guard your time, reclaim your focus

To be effective HR leaders, we must be intentional about where we invest our time and resources. We need to reclaim our time for the initiatives that truly matter. By doing so, we can create lasting, meaningful change—not just for our HR teams, but for the entire organization.

So, I leave you with this question: What HR practices in your organization need a revamp?

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