Related posts:No related photos. Previous Article Next Article I am an HR advisor for a large UK company and my role is to provide HRexpertise to managers in the business. In practice this means correctingmistakes, fire-fighting, trying to avert costly legal cases and handlingadministration in the knowledge that if I don’t do it, it won’t get done atall. The reality seems to be that managers are not interested in HR. There isno enjoyment left in the job for me and I’m concerned life is the same in everyHR department. Is it time for me to get out of HR? Victoria Wall, managing director, Victoria Wall Associates While it is unfortunate you have experienced the negative impact of devolvingHR responsibility to the line, try not to lose faith in the benefits of thisstrategy. Many large organisations have successfully changed their linemanagers’ perception of HR by making them accountable for managing humancapital. To do this successfully, senior management must communicate the importanceand value of using HR experts, and the negative impact an incorrect decisioncan have on the company from a human, commercial and legal standpoint. I wouldadvise you to remain in HR but work within a company that links its businessplan to its HR strategy and has real board commitment. Peter Sell, joint managing director, DMS Consultancy It is my experience that many companies are unsuccessful at devolving HR to theline. The usual reason for failure is the lack of training given to those linemanagers in people skills. Another issue is the reluctance of the organisationto use the performance management process to ensure a key part of the linemanager’s role is undertaken to an acceptable standard. It is usual for a roledefinition/job description to outline the percentage time the line managerneeds to spend on HR issues. If these are not being undertaken, then that partof their salary is being taken under false pretences. Regarding your career, are you in a position to influence the effectivenessof devolving HR management to the line? If not, then move on to a moreenlightened organisation. Philip Spencer, consultant, Macmillan Davies Hodes It sounds as though your role has become highly reactive to the point thatyou pick up the problems and issues caused by the line managers in thedivisions you support. If mistakes and errors are commonplace it suggests yourexpertise could be used in coaching line managers on best practice. You also state that HR does not feature high in all managers’ priorities.Again this could be an issue addressed via one-to-one coaching or thefacilitation of workshops raising the profile of HR and value it adds. You could seek a fresh challenge with an organisation that values HR orrequires an HR function to be developed. Both provide a reasonable level ofproject work that will rejuvenate your enthusiasm and drive in HR. Also look atsmaller organisations, which may offer you more autonomy in a role andtherefore greater challenges. Line managers not keen on HROn 16 Jul 2002 in Personnel Today Comments are closed.