The fine line between managers and HR

Where is the line drawn between direct line managers and HR - and where can a balance between the two functions be found? Jo Radford investigates.

A common issue for HR functions is how to 'up-skill' line managers to perform their role as people managers.  In most cases, this translates into skills programmes focused on coaching and performance management, handling sickness and so on. Interestingly though, few organisations seem to start with a clear definition of exactly what is expected of a line manager in terms of managing their people. A job profile may include lines such as ‘manage the team effectively to deliver its objectives’ but does little to define what this means in terms of actions and behaviours.