My company has a new policy that all line managers should be human resource managers. They say since all managers are engaged daily in the process of managing people and have all the new line managers form a partnership with HR.

What do you guys think of this policy? I don't know how successful it will be.

From United States, Minneapolis
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WAMPUS,

This is not a new concept. It has been practiced by a number of companies successfully. I have been associated with at least 130 companies where the line managers manage the HR of their people.

HR EXISTS AS A SUPPORTING UNIT.

The ROLE/RESPONSIBILITIES OF HR/LINE MANAGERS NEED 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.

As part of the change in your corporation, a few things need to be done:

- EMPOWERMENT OF THE LINE MANAGERS.
- CLEAR DEFINITION OF THE ROLES/RESPONSIBILITIES.
- PEOPLE MANAGEMENT SKILLS PROGRAM FOR THE LINE MANAGERS.

The line managers already have a final say in the HRM PROCESSES:

- HR AUDITING
- HR BUDGETING
- Strategic HRM Planning
- HR Strategies and Policies
- HR and change management
- Competency-based HR
- Knowledge management

JOB DEVELOPMENT:

- Job analysis
- Job Role/Job Description
- Job specifications
- Job enrichment
- Job rotation

RECRUITMENT/SELECTION:

- Recruitment
- Selection
- Induction
- Orientation

ORGANIZATIONAL BEHAVIOR PROGRAMS:

- Employee engagement
- Motivation
- Organization culture
- Organization development

ORGANIZATION:

- Org. designing
- Org. structuring
- Org. development
- Job/role structuring

HUMAN RESOURCING:

- HR planning
- Manpower planning
- Succession planning
- Talent management

PERFORMANCE MANAGEMENT:

- Performance appraisals
- Performance managing the processes

HR DEVELOPMENT:

- Org. learning
- Training
- Education
- Development
- Training evaluation
- E-learning
- Management development
- Career planning/development

REWARD MANAGEMENT:

- Job evaluation
- Managing reward process
- Administration of rewards
- Benefits

EMPLOYEE RELATIONS:

- Organization communications
- Employee communications
- Staff amenities

HEALTH AND SAFETY:

- OHS

HUMAN RESOURCE INFORMATION SYSTEM.

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/weight 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.

HERE IS A SAMPLE OF ELEMENTS OF THE PEOPLE MANAGEMENT PROGRAM RUN OVER A PERIOD OF 18 MONTHS WITH BREAKS.

THIS PEOPLE MANAGEMENT PROGRAM HELPS THE LINE MANAGER:

- TO BECOME MORE SENSITIVE TO PEOPLE ISSUES
- RESPOND MORE SENSIBLY WITH HR
- COORDINATE WITH HR MORE EFFECTIVELY.

People Management Skills Program

Subject Overview

1. Analysing the subordinate's job.
- What is a good job.
- What do you need to manage a team.
- Analysing the job.
- Developing the job profile.
- Developing the job specification and standards.

2. Selection process.
- Why improve the selection process.
- Job requirements and qualifications.
- Preparation for selection.
- Areas of probing.
- Planning for the interview.
- Conducting the interview.
- Rating the evaluation.

3. Setting objectives.
- Managing by objectives.
- Steps in managing by objectives.
- Establishing objectives.
- Developing measurable objectives.
- Written "objectives" statements.
- Conducting the objective setting interview.

4. PLANNING AND ORGANIZING WORK.

5. Performance review and development plan.
- Preparing for the interview.
- Importance of advance planning - know your staff's performance.
- Positive feedback - managing negative feedback.
- Causes of performance problems.
- Analysing performance problems and critical incidents.
- Conducting the development interview.
- Using probing questions.
- Handling the fear of change.
- Managing conflicts.
- Developing and negotiating a development plan.

6. Counselling during the interviews communication skills.

7. Managing by situational leadership influence.
- Your leadership styles.
- Personal and individual factors.
- Situational factors.
- Assessing the various situations.
- Developing and adapting appropriate styles for effectiveness.
- Understanding staff readiness.

8. Managing by exception - techniques.

9. After performance review meeting.
- Coaching for improved performance.
- Mentoring.

10. Staff counselling and problem solving.

11. Managing problem employees.
- Behaviors and intervention strategies.

12. Motivating people through supporting communication.
- Praise.
- Positive reinforcement.
- Continuous feedback.
- Empowerment - to spark exceptional performance.
- Enabling - to bring out the best.

13. Managing the change.
- Changes in market, methods, and organization.
- Resistance to change.
- How to initiate change.
- Managers' roles in change.
- Communication in change.

14. Managing diversity.

15. Assertiveness.

16. Delegation AND Direction.

17. Building Teams.

18. Training on the Job.

19. Coaching on the job.

20. Counseling.

REGARDS

LEO LINGHAM

From India, Mumbai
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Hi,

This is a concept in vogue for a long time and for good reason. Managers who lead a team of employees and are responsible for organizational results have to be HR managers in their own right. This has become more relevant with the growth of IT and service sectors. HR professionals could relax as the task of building line managers as people managers has its own challenges, and corporations would need hardcore HR professionals to facilitate this skill-building.

Regards,
Ravi B. S.


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