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Line managers need to be recognised as strategic partners of HR, says study

New research commissioned by the Chartered Institute and Personnel Development (CIPD) explores issues surrounding the role of line managers in two critical areas of people management: reward and learning and development, and the relationship between HR and the line.

The research, 'Line Managers in Reward, Learning and Development', written by Sue Hutchinson, Bristol Business School and John Purcell, ACAS and Warwick University, builds on previous research from the CIPD and was undertaken in six large public and private sector organisations.

Victoria Winkler, CIPD learning training and development adviser, said: "One major obstacle preventing progress in creating sustainable high performing organisations rests with the balance between what are and should be HR and line manager responsibilities for people management and development. Increasing line manager involvement in learning and development is one important part of the broader changing relations between line managers and human resources management."

The CIPD said common issues raised amongst the organisations interviewed included the lack of training for line managers, competing business pressures and a need to align learning, development and reward objectives with the wider organisational strategy.

Winkler continued: "As the UK's economy becomes increasingly service-led, organisations cannot afford to be complacent about addressing their employees' needs. It is disappointing to see that only a small number of organisations saw the importance of front-line managers in translating people management and development policies into practice.

"If an employee feels supported by their line manager, they will feel engaged with and committed to their organisation. This will in turn improve attendance, reduce staff turnover and ensure that employees are willing to 'go that extra mile'.

"Until line managers are recognised as the strategic partners of HR and given the recognition for their responsibilities, a lack of accountability to people management will continue. Our research will help those in the professional and development arena best equip line managers with the right skills, knowledge and attitudes for rewarding and recognising the contribution of their employees and for developing and raising their performance."

Charles Cotton, CIPD employment conditions adviser, added: "Reward professionals expect, on the one hand, line managers to make and communicate pay decisions, yet on the other, rarely ask for their views when creating reward systems. Reward professionals need to build policies around the strengths of the organisation, including line managers, and over time, develop the capabilities of line managers so that they are able to make better reward decisions. Otherwise, money is simply being wasted."

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