YourHRBlog
🟧When I first stepped into the world of human resources, I thought I was ready.
After finishing my graduation at National University, Dhaka, I landed my first HR role at a mid-sized clothing company (Rada Trading Est.) in Riyadh, Saudi Arabia. I was excited but nervous.
And I knew the policies, but within the first few months, I realized something important: HR isn’t about knowing everything; it’s about learning how to respond when you don’t.
Theories rarely match reality. People are unpredictable. No two situations are the same.
And as the person everyone looks to for answers — from new hires to leadership — I had to quickly adapt, learn on the go, and take responsibility for decisions that directly affected real people.
In this article, I want to share the five biggest challenges I faced in my first year as an HR professional.
More importantly, I’ll tell you how I handled them — including the mistakes I made and the lessons that helped me grow.
Whether you’re new to HR or a seasoned practitioner, I hope my experiences offer you some insight, or at least a reminder: you’re not alone.
🟧 1. Hiring the Wrong Candidate for a Critical Role
Early in my first HR role,
I was tasked with hiring; we needed a new team lead for the logistics division, and operations couldn’t afford another week of disorganization.
It was a rush hire — the previous lead had left abruptly, and pressure was mounting from the department head to fill the role fast.
I reviewed the resumes, scheduled interviews, and narrowed down the list.
One candidate stood out — on paper, he had everything. Impressive background, confident in the interview, and he said all the right things.
But three weeks into the job, red flags appeared.
He was dismissive of team feedback, slow to respond to internal communications, and had already clashed with two team members.
It quickly became clear: he wasn’t a culture fit, and his leadership style was damaging morale.
Where I went wrong:
- I relied too heavily on credentials and interview polish.
- I didn’t involve the team enough in the selection process.
- I rushed the decision under pressure.
What I learned:
- Cultural fit matters as much as skill.
- It’s okay to slow down the process when the role is critical.
- Getting team input during interviews can help surface red flags early.
Since then,
I’ve incorporated structured feedback forms and trial assignments into our hiring process — and I always advocate for slow, thoughtful recruitment over a quick fix.
🟧 2. Mishandling a Workplace Conflict
One of the most uncomfortable moments in my first year was being pulled into a heated conflict between two senior employees.
They had worked together for years, but tensions had been rising — and it finally boiled over in a team meeting where one accused the other of sabotage.
I was caught off guard. I didn’t have all the information, and in an effort to calm things down quickly,
My stomach dropped when the shouting started in the meeting. I was the only HR person in the room, and all eyes turned to me. That only made things worse — both felt misunderstood, and one of them escalated the issue to our director.
Where I went wrong:
- I tried to “fix” the issue without gathering facts first.
- I didn’t provide a neutral, safe space for both employees.
- I didn’t document the incident properly.
What I learned:
- Due process matters.
- Always listen to both sides in private and keep detailed notes.
- Don’t promise quick solutions when tensions are high — prioritize clarity and fairness.
Eventually, I organized individual meetings, involved a neutral third-party manager, and we worked toward a resolution.
The experience taught me that HR’s role isn’t to play referee — it’s to facilitate fair, well-documented, and balanced outcomes.
🟧 3. Communicating Policy Changes Poorly
When we updated our leave policy to reflect new regulations,
I assumed that sending a mass email and updating the HR portal was enough. But within days, confusion spread like wildfire.
Some employees thought they lost vacation days.
Others believed the sick leave policy had changed. I received a dozen emails with questions — some frustrated, some confused, and a few angry.
Where I went wrong:
- I communicated the change in a “checklist” way — no context, no examples.
- I didn’t create space for employees to ask questions directly.
- The policy language was too formal and legalistic.
What I learned:
- Communication is not just transmission — it’s understanding.
- When rolling out any policy change, clarity and engagement matter.
- Now, I pair every policy update with
- A short summary in plain language
- Real examples or FAQs
- A live or recorded Q&A session
After revising the approach, confusion dropped and trust increased. Lesson learned: policies don’t mean anything if no one understands them.
🟧 4. Feeling Left Out of Strategic Decisions
Early on, I often found out about major company decisions after they were announced — mergers, new departments, leadership changes.
It was frustrating because many of those decisions had huge HR implications.
At first, I thought it was because I was new or not senior enough.
But eventually, I realized that HR wasn’t being seen as strategic — just operational.
Where I went wrong:
- I didn’t proactively ask to be involved.
- I waited for invitations instead of proving HR’s strategic value.
What I learned:
- If HR wants a seat at the table, it has to speak the language of business.
- I started showing leadership how HR could support goals like productivity, retention, and cost savings.
- I presented data from exit interviews and engagement surveys — not just complaints.
Now, HR is consulted early, not after the fact. It took time, but I learned that influence is earned, not granted.
🟧 5. Burning Out from Trying to Be “Perfect”
In my first few months, I was constantly trying to prove myself.
I stopped going to the gym, barely had dinner with my family, and would wake up at 2am checking emails.
Stayed late. Took on extra projects. Made myself available 24/7.
I thought that’s what “commitment” looked like. But slowly, I became exhausted. I started forgetting details, dreading emails, and losing motivation.
Where I went wrong:
- I didn’t set boundaries.
- I feared looking incapable or inexperienced.
What I learned:
- Burnout isn’t a badge of honor — it’s a warning sign.
- HR needs to model healthy work-life boundaries, not break them.
- I learned to delegate, say no politely, and block quiet time on my calendar.
Once I started managing my time and energy better, I became more focused and productive—and more respected.
🟧 Growth Happens in the Messy Middle
If you’re in your first year of HR—or even your fifth—you’re going to make mistakes. That’s okay.
Every challenge I faced taught me something valuable about people, about leadership, and about myself.
HR isn’t just a job — it’s a relationship business.
And relationships are messy. You won’t always have the right answer, but if you’re willing to stay curious, stay humble, and learn from each experience, you’ll grow faster than you expect.
Looking back, I’m grateful for those early challenges —
not because they were easy, but because they shaped me into the HR professional I am today.