Mar 04, 2015

Do we need a HR function?

All managers are expected to manage their staff effectively. Even where there is a HR department, managers are expected to cope with their subordinates’ interpersonal issues, manage their performance, and deliver on the bottom line. Where there is no HR department, and some HR functions such as “recruitment," have been outsourced, the manager will still be expected to manage this relationship and network of external partners.

In a nutshell, if you are a manager of people, then you need the skills to develop your staff and manage interpersonal relationships competently; you need HR skills.

Specifically, I see the manager having to take care of immediate and day-to-day needs. Take an engineering manager who needs to recruit people on site. They would need to know the scope of the job requirements, what lead time is necessary to source the right candidates, how many are needed, what skills they would require, for what length of time, and WH&S considerations.

However, generally speaking, the HR requirements of the manager need to be much broader than just recruitment.  Three areas for consideration are:

1. Communication skills
2. Legal, safety and compliance
3. Policies, procedures and culture

Communication skills

Whether managing permanent or contract staff, the manager will be required to have excellent communication skills, especially in the area of giving feedback. This is a critical part of managing performance, which in turn affects employee growth and development, teamwork and ultimately, the sustainability and viability of the organisation. The HR function also supports an integrated approach to dealing with other departments, clients, and key stakeholders thereby avoiding duplication and reducing costs.

Legal, safety, compliance

A manager who can resolve issues such as grievances, infringements, poor performance, and who can create safe and fair conditions of work, also greatly improves the morale of subordinates, and consequently the organisation’s bottom line.

Policies, procedures and culture

The way things work is a reflection of the organisation’s culture, and policies and procedures support this culture to ensure that systems and processes are followed to make the workplace more “workable," i.e. the left and the right hand operate harmoniously. The HR function supports and enhances the organisation’s culture and the manager needs to be au fait with compliance, safety, fair work practice and the legal framework governing the working environment. The effective manager also prevents “drama” and office politics; they nip a grievance in the bud, or address conflict before it escalates, and counsel where necessary.

Finally, in the big picture, HR provides strategic underpinning for the vision and future of the organisation. The manager needs to have a long range view to forecast future needs in areas such as staff retention, building skills capacity through training, and improving work performance.  All of this will be within the ambit of:

• A globalised market, with downsizing, restructuring and cost reduction a perennial theme
• Changing demographics and diversity, which includes managing multiple generations, an ageing workforce and changing family structures, which will impact on work relationships, work/life balance and organisational structure
• Technological advances which promote “virtual workplaces”

HR skills, as a function of the non-HR manager, are already a requirement of the job. Being capable of managing people effectively, is equally as important as the specialist function the manager performs.

What good is the brilliant accountant, project manager or engineer, if they are unable to negotiate a constructive, productive relationship with their subordinates and the organisation’s networks?

Embracing the HR function will help the manager be more effective as well as feeling more confident in managing the complexity of the workplace.