Every Line Manager Is an Hr Manager
Discussion on:
Every Line Manager is an HR Manager
Introduction
“Slowly but surely, line managers are taking over the HR front line. Gone are the days when the first port of call for any people management query was the HR department.” – Lucy McGee (Personnel Today)
This is partly because HR as a function has transformed over the past decade. Administration is often outsourced, legislation has become more complex, European Union regulations have to be understood and adhered to, compensation is now many-sided, and selection and development have become more sophisticated. HR is both more specialist and more strategic than ever.
At the same time, the managers' role has evolved as leadership skills have been recognised as being important for a high-performing workforce. 'People management' no longer means filling a form at the yearly appraisal and a few friendly chats in the staff canteen. Spotting talent, motivating, coaching, giving feedback, and developing staff, are all constant, day-to-day activities.
With HR departments focused on the bigger picture issues, and line managers actually managing the line, it's vital these two functions understand each other. Thus the purpose of this paper is to examine the changing role and responsibilities of line manager, as well as possible implications of greater line manager involvement in HRD.
Source: www.personneltoday.com
The role of front line managers
Front line managers are managers who are responsible for an employee or work group to a higher level of management. They are normally in the lower layers of the management hierarchy and the employees who report to them do not themselves have any managerial or supervisory responsibility (Hutchinson & Purcell 2003).
The people and performance research carried out by a team at Bath University found that front line managers played a pivotal role in terms of implementing and enacting HR policies and practices. They found that where employees feels positive about their
Every Line Manager is an HR Manager
Introduction
“Slowly but surely, line managers are taking over the HR front line. Gone are the days when the first port of call for any people management query was the HR department.” – Lucy McGee (Personnel Today)
This is partly because HR as a function has transformed over the past decade. Administration is often outsourced, legislation has become more complex, European Union regulations have to be understood and adhered to, compensation is now many-sided, and selection and development have become more sophisticated. HR is both more specialist and more strategic than ever.
At the same time, the managers' role has evolved as leadership skills have been recognised as being important for a high-performing workforce. 'People management' no longer means filling a form at the yearly appraisal and a few friendly chats in the staff canteen. Spotting talent, motivating, coaching, giving feedback, and developing staff, are all constant, day-to-day activities.
With HR departments focused on the bigger picture issues, and line managers actually managing the line, it's vital these two functions understand each other. Thus the purpose of this paper is to examine the changing role and responsibilities of line manager, as well as possible implications of greater line manager involvement in HRD.
Source: www.personneltoday.com
The role of front line managers
Front line managers are managers who are responsible for an employee or work group to a higher level of management. They are normally in the lower layers of the management hierarchy and the employees who report to them do not themselves have any managerial or supervisory responsibility (Hutchinson & Purcell 2003).
The people and performance research carried out by a team at Bath University found that front line managers played a pivotal role in terms of implementing and enacting HR policies and practices. They found that where employees feels positive about their
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