“I’ve always preferred Management over Human Resources” – I guess that’s just a personnel preference?

Human Resources and the management function often do not get along. HR are encouraged to get involved in strategic planning, yet management are keen to stress this is not an HR program or HR initiative. Managers are keen to involve HR in the recruitment and development of a world class team, yet baulk when required to ‘follow the process’ when dealing with employees.

Often the confusion occurs when a manager is unclear which ‘hat’ the HR professional is wearing at any particular time; for example, HR may be included in a business process-mapping project, but be seen to frustrate and slow down the plan when people issues arise and the shift from ‘change agent’ to ‘employee advocate’ occurs. This type of outcome is often perceived as a lack of effective support from the HR function due to a misunderstanding of the role HR is playing out, when the goal was simply to consider that any changes for employees were fair and equitable.

It could be argued that the incompetent manager runs scared from the HR function, a negative projection towards them borne from ineffective recruitment, lack of coaching and personal development or poor people management processes. Lack of skills or interest to line manage an employee usually creates people problems. This is often compounded by the lack of capability to deliver tough conversations and outcomes. HR being activated to patrol the process does little to help build the relationship in this type of scenario as the manager seeks to protect and justify their position.

The good news, is that it is possible to move the relationship forward positively, starting with open and honest communication about the functionalities that HR are there to provide (and help) a manager; the reverse is HR spending more time involved in the practicalities of the business model and the specific challenges line managers face.  It is all too common for HR to regress into technical experts away from the practical issues faced during the day to day running of the business. A deeper understanding would transition into higher quality recruitment or internal promotions as job roles and skill gaps are identified and presented accurately through the collaboration.

Working together to develop robust performance management framework and delivery will provide objectivity and fairness in reviewing colleagues.  Fair and consistent appraisals lead to increased job satisfaction and promote employee retention and colleague engagement.  Finally, line managers would do well to understand the significant support that HR can offer them in dealing with grievances, mediations or disputes that may arise from time to time with staff.  An existing relationship with the HR function may help to contextualise the issue, underpinned by an existing confidence that the manager is likely to have followed Company policy and process.

The HR function is well positioned to provide effective support and training to your management teams to avoid any unnecessary legal disputes. If you’d like to discuss the nuances of this relationship and how improving it could move your business forward, Chadwick Lawrence can help.  We work closely with HR professionals to underpin the legal aspects of dealing with people in the workplace.