Of all of the administrative functions that exist in modern organizations, the Human Resources function is alone in its opportunity to interact with and have impact upon, virtually all operational staff and program areas within the organization.
Human Resources in the 21st century has been tasked with an amalgam of functions and activities to support organizational success through its ongoing interface with line managers to assist in making organizations more efficient and effective.
Why do we believe that the partnering of line managers with HR is so valuable and essential?
To oversimplify, traditional HR required filling vacancies, maintaining personnel records, and managing employee benefit programs; but, the HR function has been evolving. Today, HR professionals deal with many issues, but probably the biggest challenges facing HR Departments today are recruitment, retention & motivation, leadership development, and organizational culture. Meeting these challenges requires a synergy that transcends the traditional approach where HR is expected to fix the problem all by itself.All of these functions require line management support if organizations are to grow and accomplish their important work in a cost effective manner.
Recruitment, retention and motivation may be the most challenging issue for HR staff. Human resource professionals anticipate that retaining the best employees will be the greatest HR challenge in the next decade.Organizations have to find new methods to attract and retain talent. The new generation of employees will be seeking jobs that provide a balance between employment and family, and the ability to make a difference within the organization.Job shaping may be needed, which requires close collaboration between HR staff and line managers.
In addition, employee retention has become tougher. Organizations need to offer more in terms of financial security because people increasingly look for jobs that reduce their financial risk in tough economic times. HR professionals, working with line managers, need to identify key employees from entry-level to upper-level management, and take appropriate steps to retain these individuals. Finding out why people are leaving and addressing these issues is a shared role between HR staff and line management.
In terms of leadership development, the workforce is aging quickly. HR professionals are scrambling to put formal succession plans in place and to increase emphasis on developing future leaders. Employees repeatedly cite poor leadership as a reason for leaving jobs. They also want a more active role in decision making within their jobs, which may necessitate broader job training.
Research has proven that culture influences organizational performance. HR professionals, along with line management, must play an active role in developing a positive organizational culture. The end result is that this symbiotic relationship will contribute substantially to overall organizational success.
Also, most organizations pay relatively little attention to culture despite its importance. Culture requires building a workplace where employees are motivated. Managers must inspire employees and coach them to become top performers. HR, in concert with line management, needs to determine what motivates their employees, and incorporate these ideas into employee compensation and rewards systems.
This course is intended to illustrate the need and importance of managerial partnering with the HR staff in overseeing and managing the organizations most precious resource – its employees. The course was designed by IPMA-HR specifically for line managers and explains and delineates the responsibilities and interrelationships for both line managers and HR staff in achieving organizational success.