Liaison between HR and line managers
HR and line managers will always come to loggerheads over differing priorities. Managers tend to focus on the task at hand and HR bug them with the ‘bigger picture’. However 21st century relationships involve much more consultation and liaison.
Line managers now have a greater involvement in the recruitment and selection process – from the outset. Alongside the HR manager, line managers are now typically involved in briefing the recruitment agency, writing the advertisement, short listing and interviewing.
This hands-on involvement shares the responsibility for making sure the recruitment fit is right. It also aids the induction of new recruits as they learn more about the role (from the manager) as well as the organisation (from HR) during the recruitment process.
The point at which HR and line manager paths do not cross is usually at the junction of specialist expertise. The mechanics of managing individuals and their job function and helping them achieve their KPI’s rests with the line manager.
Effective line managers should liaise with HR as necessary on disciplinary issues but they should not automatically refer day to day management issues up the line to HR.
The critical demands of designing remuneration strategy and overall workforce planning must lie with HR. It goes without saying, the changing and potentially volatile area of Industrial Relations must also fall within the domain of HR.
So when does HR and line management clash?
In almost every incident of workplace angst between the two parties there is a common element. Training and development.
Line managers often evolve within an organisation or within an industry. They have a detailed and comprehensive understanding of the role and how to get it done.
They do not necessarily have the vital management skills that bring greater effectiveness to their current role. And they are not always receptive to the suggestion that they should undertake training to acquire these skills.
Line managers need to recognise the value in HR initiatives to develop their leadership, coaching and strategic thinking skills. Training will help them develop their own staff and achieve greater personal satisfaction from their own performance.
HR therefore must be tactful when presenting training opportunities to line managers and have meaningful, time efficient options available. Similarly, if HR identifies training needs within the line manager’s team, it is important to be mindful of the impact on workload and time constraints.
HR in the 21st century has also grown to an all seeing, all knowing role. Dedicated practitioners have a greater strategic outlook and are in tune with overall business goals and objectives.
They must have an intimate understanding of all roles within the organisation and be ready with resource solutions when performance falters.
HR has developed beyond the nuts and bolts of recruitment and employment conditions. Today HR managers are the hub of an organisation with spokes that reach out to line managers, operations, finance and the chief executive.
