Abstract   Title: "You pretty much get thrown right into it"   Author: Alma Hergils and Alexandra Persson   The purpose of this paper was to gain a deeper understanding of how Human Resource graduates experience the transition from school to working in the field of Human Resource Management. We wanted to examine what signifies the transition from school to the first job from the perspective of the worker, including the introduction to the work and their expectations during the process. The topic felt relevant as we also face this transition, and from there, our interest was born. We have used strategic selection in combination with a snowball effect to get in touch with interview subjects. The empirical material was collected through nine semi-structured interviews with Human Resource Management workers across Sweden. While processing the data, a content analysis was used to link back to our theoretical start points. These include the following terms: Employability, expectations, introduction, training, organizational culture, sense of belonging, and work-supply and demand. The results show that it can take some time to get a job in Human Resources after graduating. The introduction and social support in the form of mentors, colleagues, and supervisors experienced by the people interviewed have contributed to a secure start in their respective roles. Additionally, it shows that surrounding workers and colleagues has a big impact on the experience of the worker during training. Work culture is shown through both expressed values and unwritten rules and norms. Demands here are referred to as insufficient competency, an overwhelming work pace, difficulty communicating, and mentally challenging or draining tasks. Resources are seen as opportunities to development and autonomy in one's work. The people interviewed say their work tasks as meaningful and understandable, while not being exclusively manageable. There are no clear expectations listed for graduating with a degree in Human Resource Management, but there is in one's first job within the field.    Key words: Human Resource Specialist, Transition, Education, Employability, Expectations, Introductions, Training, Organizational Culture, Sense of Belonging, Work- supply and demand.

En tredjedel av världens kvinnor har blivit våldsutsatta och år 2022 blev tio personer mördade av sin partner i Sverige. Personal på kvinnojourer och skyddade boenden har en viktig roll att erbjuda skydd och stöd. Syftet med denna studie är att undersöka personalens upplevelser av krav, resurser och utomorganisatorisk samverkan i arbetet med de skyddsplacerade med Jobb-Krav-Resursmodellen som teoretiskt perspektiv. Elva semistrukturerade intervjuer tematiserades med personal från tre olika kvinnojourer och ett privatägt skyddat boende. Ur analysen framkom tio teman som besvarade frågeställningarna. Resultatet visade att personalen upplevde en tung arbetsbelastning med en mängd ovissa arbetsinsatser, ambivalenta skyddsplacerade och snäva tidsramar vilket gav känslor av frustration samt stress. Betydelsefulla arbetsresurser var kollegialt stöd, möjligheter till kompetensutveckling och god påverkan på arbetsplatsen. Samverkan var bristfällig med andra organisationer vilket upplevdes vara relaterat till bristande helhetssyn och okunskaper om våldets konsekvenser, vilket försvårade möjligheterna att hjälpa de skyddsplacerade att återuppbygga sina liv. / One-third of the world´s women have experienced violence, and in 2022, ten people were murdered by their partners in Sweden. Staff at women´s shelters and safe houses play a crucial role in providing protection and support. The purpose of this study is to examine the staff´s experiences of work demands, work resources and interorganizational collaboration in their work with the victims of intimate partner violence using Job-Demand-Resource Model as a theoretical perspective. Eleven semi-structured interviews were conducted with staff from three different women´s shelters and one privately owned safe house. From the analysis, ten themes emerged that addressed the two research questions. The resultats showed that the staff experienced a heavy workload with a multitude of uncertain tasks, ambivalent victims and tight time frames, leading to feelings of frustration and stress. Significant work resources included collegial support, opportunities for competence development, and positive workplace influence. Collaboration with other organizations was insufficient which was perceived to be related to a lack of holistic perspective and ignorance about the consequences of violence, making it difficult to assist the victims in rebuildning their lives.