I appreciate your attitude towards learning and not to hesitate to do self-analysis and keeping yourself open to suggestions for improvement.After going through your post, my observations are asunder .
1) I do not visualise that points (3) and (5) are a hindrance in your efforts to get a break.
2) That leaves us to zero in on points(1) (2) (4) and (6)
3) As regards point(1), Iam not aware as to which sector you recieved interviews for.It is understood from the post that you have experience in HR in in an advertising comapny. Supposing you gave interviews for positions in manufacturing sector, they will not prefer one with experience in a white collar establsihment since the skills and knowledge required for a factory are different from those of manning HR in a white collar establsihment. You need to be aware of this distinction.So apply for jobs in establishmnets that have white collar set-up like IT sector, BPOs,KPOs, retail, banking & Insurance sectors where you stand a good chance of facilitating your selction.
Secondly, after giving an interview, rewind as to what questions they have asked.Did they enquire about any specific skills? Whether they refered to any technical skills? If so whether you have them? This gives you an idea whether you are matching their requirements.
2) As regards point(2), do not sit idle. try to do some short certfication course or consultant job in any HR recruitment consultancy in the intervening period or see whether you can join as a faculty in a training institute with back ground of your knowlege and skills.
4)As reagrds point (4), try references and professional sources like your class mates who are currently employed. Look for retail sector. It si big covering your kitchen, soaps to smart phones. It means it covers provsions to electronics to telecommunications.There are hundreds of stores.Then look for banking and insurance which are growing. Another sector is HR consultancy(not recruitment) which require consultants to undertake various projects in OD, performance mangement, training etc.
5) As regards point(6), while I rule out over qualification as the impediment as MBA HR is the qualification which employers looking for core HR jobs unless you are looking for routine administrative jobs.Try to get into proper HR function.As regards the doubt of inadequate knowledge, go to point (1) and anylise this issue with reference to the questions asked in the interviews.
Trust this will be of some help.
HR & labour Law advisor
19th April 2013 From India, Mumbai
Keep working, keep learning and you will go places.
20th April 2013 From India
We expect our HR executives to look after employee records, hire and train people, administer performance reviews, and see that compensation and benefits practices chug along. It’s every HR chief’s highest calling to make sure his or her employer has the most excited, switched-on, and capable people on the market.
As an HR professional, our key job is to attract, retain and grow human capital. However, to do that, it would be an added advantage if we have an exposure to other functions i.e. Finance, Sales, Marketing, Quality etc.
Here’s a list of the things your HR head should be doing right now:
1. Work with a mission of taking the company from one level to theother by collaborating with you and other leaders to design and communicate a vision for the company, using every communication vehicle you have. Instead most people re very comfortable playing the role of carrying out the CEO's plan's blindly rather than reasoning. In short the CEO's "Yes" person. Building a culture of collaboration that fuels every important program at your company. If your HR chief isn’t the advocate for people and evangelist for your culture, that’s a bad sign
2. For one who really wants to make a contribution then selling the company to the vast "talent pool," and making it a company where people would want to be working for. This has to be done by utilizing every opportunity and every media available- in person, online, and via print and broadcast media. A HR Leader should articulate the organization’s history, culture and story, not only for recruiting purposes but to fuel all the other activities - clients, vendors, media, and the business community. Building a pipeline of qualified, energized people to fuel the company’s growth—scrapping the requisition-by-requisition, transactional recruitment model.
3. A HR Leader should "walk the talk" be an influencer so that employees would want to emulate by to hold 'integrity" at work, especially when sticky interpersonal or political wrangles crop up. They should have the liberty and be empowered enough to even tell the CEO isn't right always. Reinforcing a culture that emphasizes ingenuity over irrelevant, one-size-fits-all metrics. Asking your team members every day for their input on your business, their own careers, and life in general—not via a sterile, once-a-year "employee engagement survey." Replacing fear with trust at every opportunity, in policies, training sessions, management practices, and via every conversation in the place.
4. Installing just enough HR process to meet your company’s regulatory compliance needs but not so much that people are stymied or treated like children. Shifting the HR function away from a break/fix model ("Benefits question? Second door on the left.") to an embedded function in your business units.
There are 4 key part of HR value chain as outlined in the picture i.e. Talent Acquisition, Organizational Development, Employee Engagement and HR Service Delivery which includes entire spectrum of HR transaction including compliance with law of the land. To build successful career in HR, it is imperative that we build depth and breadth in each of these and subset of these strands and deliver consistently on defined CTQ's (Critical to Quality). If we skip any of these and somehow manage to reach to leadership positions in HR, we will find it difficult to strategize and even if we strategize, it would be difficult to visualize the entire execution phase. Most of strategies fail not because they lack perspicacity and sound judgment on the part of strategist, however, they fail as it is difficult to execute them and the person who strategize without going through the rigmarole, fails to anticipate the bottlenecks in execution.
I have seen HR People more willing to do employee engagement / Organizational development related roles and are happy carrying out transactional spectrum of HR which is an operational matter so is truly the backbone of any HR organization.
In my view, aspiring HR professionals must build the efficiencies, depth and breadth to become Transformational HR Leaders". This will help them in the long run and catapult them into "hands on" HR leaders where they will not demand, however, command the respect of their staff.
Shoul you want toknow more on Transactional vs Transformation HR, I suggest you google and that will lead you to a lot of informaton.
Best wishes and warm regards,
21st April 2013 From India, Hyderabad