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Management

Growing HR role for line managers

Thursday, 29 November 2007

The role of line managers is becoming increasingly important in influencing employee engagement in the workplace.

This may not be surprising given that line managers play a crucial part in the delivery of effective people management, but what is now becoming clearer is the broadening and deepening of their involvement.

New research commissioned by the Chartered Institute and Personnel Development (CIPD) shows that there is confusion as to the role of line managers. The study focuses on how learning and development specialists and reward professionals can provide them with the support to develop the skills necessary to carry out their roles.

The report, Line Managers in Reward, Learning and Development, written by Sue Hutchinson of Bristol Business School and John Purcell of ACAS and Warwick University, builds on previous research from the CIPD and explores issues surrounding the role of line managers in two critical areas of people management: reward and learning and development and the relationship between HR and the line.

Major obstacle

Research was undertaken in six large public and private sector organisations (Halcrow, John Lewis Partnership, McGraw-Hill, Ministry of Defence, Wiltshire County Council and Wincanton) and included the use of focus groups and interviews with line managers and senior HR professionals.

Victoria Winkler, CIPD Learning Training and Development Adviser, said that one major obstacle preventing progress in creating sustainable high performing organisations rests with the balance between what are and should be HR and line manager responsibilities for people management and development.

She believes that increasing line manager involvement in learning and development is one important part of the broader changing relations between line managers and human resources management.

The report also highlights concerns about the effectiveness of line managers. Common issues raised amongst the organisations interviewed was the lack of training for line managers, competing business pressures and a need to align learning, development and reward objectives with the wider organisational strategy.

Complacent

Winkler continues, “As the UK’s economy becomes increasingly service-led, organisations cannot afford to be complacent about addressing their employees’ needs. It is disappointing to see that only a small number of organisations saw the importance of front-line managers in translating people management and development policies into practice.

The research found that if an employee feels supported by their line manager, they will feel engaged with and committed to their organisation. This will in turn improve attendance, reduce staff turnover and ensure that employees are willing to ‘go that extra mile’.

The CIPD underlines that until line managers are recognised as the strategic partners of HR and given the recognition for their responsibilities, a lack of accountability to people management will continue.

Reward systems

“Our research will help those in the professional and development arena best equip line managers with the right skills, knowledge and attitudes for rewarding and recognising the contribution of their employees and for developing and raising their performance,” Winkler concludes.

Charles Cotton, CIPD Employment Conditions Adviser, adds that reward professionals expect line managers to make and communicate pay decisions, yet rarely ask for their views when creating reward systems.

“Reward professionals need to build policies around the strengths of the organisation, including line managers, and over time, develop the capabilities of line managers so that they are able to make better reward decisions. Otherwise, money is simply being wasted,” he adds.

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