The ROLE / RESPONSIBILITIES OF HR / LINE MANAGERS
ARE NOT THE SAME IN EVERY ORGANIZATION.
THERE ARE NO HARD AND FAST RULE.
THIS NEEDS TO BE DEFINED, VERY CLEARLY, BY
THE SENIOR MANAGEMENT.
NORMALLY, if your section works in a supportive role, that
means on all important matters, the LINE MANAGERS
decision is final.
EXAMPLE
1.RECRUITMENT
-Need justification for a person [ line manager]
-job analysis [ HR]
-job description writing [ HR]
-Job specification writing [HR]
-approval of both [ LINE MANAGER]
-job ad / media selection/ [ HR]
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2.SELECTION
-applications reviews [ HR]
-initial interviews [ HR]
-SHORT listing [ HR]
-ALL TESTS [HR]
-reference sheck [ HR]
-final interview/ selection [ LINE MANAGER]
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3.MANPOWER PLANNING
-GENERALLY A COMMITTEE, coordinated by HR
the final decision on numbers/ types by committee.
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4.SUCCESSION PLANNING
-GENERALLY A MANAGEMENT COMMITTEE, chaired by CEO
the final decision on numbers/ types by committee/ coordinator is HR.
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5.TRAINING
-Initiatives could be from HR as well as THE LINE MANAGERS.
-PROGRAM coordination by HR.
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IN THIS WAY, THE ROLES / RESPONSIBILITIES MUST
BE STATED CLEARLY FOR HR/LINE MANAGERS.
IF the HRM is well qualified/ experienced and carries a
HIGH PROFILE , HRM can influence / persuade the
LINE MANAGERS in almost all decisions.
IF the LINE MANAGERS have more influence/ weights in
the organization, as well as personality wise,
THE LINE MANAGERS WILL RUN OVER HRM.
FROM THE ABOVE ANALYSIS, you will see that a
number of factors influence the ROLE / RESPONSIBILITIES.
YOU SHOULD GET YOUR CEO/ SENIOR MANAGEMENT
TO CLEARLY DEFINE THE ROLES AND LEAVE NO
ROOM FOR INTERPRETATION.
REGARDS
LEO LINGHAM