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In this factsheet
Who are line managers? The role of line managers in implementing HR processes The qualities and skills needed from line managers Managing line managers CIPD viewpoint References Further reading
day-to-day people management managing operational costs providing technical expertise organisation of work allocation and rotas monitoring work processes checking quality dealing with customers/clients measuring operational performance.
As examined in detail below, line managers in many organisations also carry out activities that have traditionally fallen within the remit of HR such as providing coaching and guidance, undertaking performance appraisals and dealing with discipline and
grievances. They also often carry out tasks such as recruitment and selection or pastoral care in conjunction with HR.
View Rewarding work: the vital role of line managers View Learning and the line: the role of line managers in training, learning and development
Our practical tool addresses the role of line managers in workplace coaching.
Go to Coaching at the sharp end: the role of line managers in coaching at work
As pointed out in these reports, line managers can have a crucial impact on engagement as they act as the interface between the organisation and its workforce. It is therefore especially important to pay close attention to how the organisation selects, develops and manages the performance of line managers to ensure they maximise their potential to be engaging leaders.
performance appraisal training, coaching and guidance employee engagement (including involvement and communication) openness how easy is it for employees to discuss matters with their line manager work-life balance recognition the extent to which employees feel their contribution is recognised communication particularly encouraging or reinforcing alignment with business goals or core values.
These are all areas where, although the processes may be designed by HR, they cannot be delivered by HR. The line manager role is crucial in a number of respects:
enabling the HR policies and practices, or bringing them to life acting upon advice or guidance from HR controlling the work flow by directing and guiding the work of others.
A growing emphasis on business partnering, where the HR function is closely involved with supporting business strategy, has been influential in enhancing the people management aspects of the line managers role. This approach enables line managers to develop a peer relationship with HR business partners to develop responses and solutions to HR issues in partnership. The arguments in favour of business partnering stress the positive aspects of the partnership, enabling both people and business issues to be considered in a wide range of decisions that will impact on organisational effectiveness. Because the relationship is ongoing, both sides develop a better understanding and develop long-term strategies and solutions rather than HR being brought in to manage issues as they arise. For more on business partnering, see our factsheet on that topic.
Impact of outsourcing
The practice among many organisations of outsourcing transactional HR activities has also had the effect of devolving more responsibility to line managers to maintain records, input data and manage routine HR activities such as staffing requests, booking training or submitting payroll information. However, when outsourcing is working well, it also enables them to access better and more timely information and support to carry out people management tasks and manage their staff more effectively. More information on outsourcing HR can be found in our factsheet on that topic.
build a good working relationship with their staff they need to lead, listen, ask, communicate, be fair, respond to suggestions and deal with problems help and support employees to take more responsibility for how they do their jobs by coaching and guidance build effective teams.
Many of the qualities and skills that are associated with higher quality line management centre on the behaviours of the line managers involved. It is not enough to educate line managers in the behaviours required; organisations must also ensure they are developing the environment and culture in which line managers are actively encouraged and permitted to exhibit the identified behaviours. Organisations with a strong shared culture, with guiding principles for behaviours that are embedded into practice over time, tend to be more successful in this respect. To deliver good people management in the organisation, line managers themselves need to be managed within a strong supportive framework to enable them to develop selfconfidence and a robust sense of their own role in the organisation. This, in turn, requires strong support and appropriate training and development for those newly-appointed in a line management role.
good working relationships with their own managers good career opportunities and support to progress their careers a positive work-life balance the capacity to participate and feel involved in decision-making an open organisational culture that enables them to air a grievance or discuss matters of personal concern a sense of job security.
CIPD viewpoint
Line managers need to be carefully selected, with particular attention paid to people management behaviours, and to be supported by strong organisational values that show clearly the behaviours expected and those not tolerated. They should have sufficient skills training to enable them to fulfil the people management requirements of the job, and they also need to feel confident that their own managers will treat them with respect. They should be encouraged to reflect on their own behaviour and how they are perceived by those they manage, to ensure they are managing positively and understand their impact or motivation, and hence performance.
Organisations need to encourage line managers buy-in and commitment to people management activities by clarifying their responsibilities through job descriptions, performance appraisal and communications on the importance and value of developmentrelated activities. It is also important for the HR function to be aware that line managers often have conflicting priorities and role overload and that all managers need adequate time to carry out their people management activities.
References
1. HUTCHINSON, S. and PURCELL, J. (2003) Bringing policies to life: the vital role of front line managers in people management. Executive briefing. London: Chartered Institute of Personnel and Development.
Further reading
Books and reports
TAMKIN, P., HIRSH, W. and TYERS, C. (2003) Chore to champions: the making of better people managers. Brighton: Institute for Employment Studies. Visit the CIPD Store to see all our priced publications currently in print.
Journal articles
DALZIEL, S. and STRANGE, J. (2007) How to engage line managers in people management. People Management. Vol 13, No 19, 20 September. pp56-57. HASSAN, F. (2011) The frontline advantage. Harvard Business Review. Vol 89, No 5, May. pp106-114. HONEY, P. (2006) Line managers need all the help they can get, especially when they dont realise it. Organisations & People. Vol 13, No 4, November. pp2-8. MILSOME, S. (2006) Devolving HR responsibilities: are managers ready and able? IRS Employment Review. No 842, 3 March. pp9-16. SUFF, R. (2011) Managing underperformance 2011 survey: line managers' role. IRS Employment Review. 21 February. 7pp. CIPD members can use our online journals to find articles from over 300 journal titles relevant to HR. Members and People Management subscribers can see articles on the People Management website.