The People & Culture (P&C) space is not a healthy or stable place to do strategic work.
Direction changes constantly, even after work has been completed and delivered. Projects are often presented as “established” or “already decided,” only to be reopened later with little explanation. As a result, it’s hard to know what’s actually expected, what’s final, or what success looks like.
Although the work is framed as strategic, guidance is inconsistent and often unavailable. Deliverables are redefined after the fact, and feedback doesn’t always reflect how direction evolved along the way. This makes it difficult to feel confident that finishing something will actually close the loop.
Roles and accountability within P&C are unclear. You’re frequently told to go to your manager for clarity, even when that manager is new or still figuring things out themselves. At the same time, senior leaders continue to provide direction without clearly owning decisions or expectations. This creates a lot of urgency, but very little stability.
The workload is heavy, and there’s an unspoken expectation to work long hours to keep up with shifting priorities. When direction changes again, that effort often goes unacknowledged, which leads to burnout over time.
Psychological safety is low. Asking for clarity, pushing for alignment, or trying to hold leaders accountable can be taken negatively instead of being seen as part of doing responsible, thoughtful work.
