How can HR and managers work together for a better performing company?
HR and managers did not always agree. While both share the common goal of building the best possible team, they often approach this task with different skills, perspectives and objectives. Yet studies show that managers play a key role in employee engagement, making them the key to HR success.
In a year that has seen the introduction of a new working environment - short-time working, new tensions around work-life balance and the standardisation of teleworking - managers play a crucial role in helping HR to achieve its objectives. Whether it's strengthening communication within the company or maintaining morale, managers have become key players in promoting employee engagement and the key to the mental health of their teams. Human resources benefits by helping managers develop the skills they need to grow in these critical functions.
Involving managers in the HR decision-making process
HR is unquestionably the expert on issues related to administrative management, job specialization, HR policies and initiatives, risk management and cost control. Its flagship responsibilities usually concern recruitment, training, career development, etc. For hispart, the manager must be able to correctly assess the skills of his teams and align them with the company's economic and strategic objectives . The manager has a more panoramic vision (company and market stakes) while HR has a vision limited to legislation and administrative obligations. It is therefore very often two visions that clash: regulatory measures (need for training, scheduling of interviews...) versus turnover objectives. One thinks of "results" and "opportunities", the other of "risks" and "costs".
But with Covid, HR finds itself projected on all fronts: health prevention, organization of teleworking, remote management and information, crisis management, internal communication on the continuation of the activity... In short, to hold out, it has to let go of the ballast. In short, in order to keep up, it needs to let go. To accompany this rise in managerial skills towards a position as an HR (co-)decision-maker, preparation is necessary.
What could be better thanacting as an advisor to managers to facilitate the transfer of skills for successful upskilling .
HR to offer dedicated training or to accompany the said manager on specific subjects, subjects which are as many difficulties that could be raised during previous annual interviews (organization of an interview, recruitment assessment...).
Capitalize on managers' understanding of their employees to guide rewards and career development
For employee engagement to be successful, the company must be a vehicle for meritocracy and reward each individual at its true value, so that he or she feels considered.
While HR is empowered to award rewards, its knowledge of employees is often fragmented and inaccurate. Relying on figures, they are unable to detect the efforts made by individual employees.
Under these conditions, who better than the manager to know the aspirations, the efforts made and the difficulties encountered on a daily basis by the members of his team . Through his knowledge of the most deserving elements, the manager is better able to suggest the rewards likely to meet the real needs of his team .
Providing more support to employees in the face of difficulties
85% of companies say they have implemented measures to ensure that employees feel supported (by their manager, team, etc.) according to a Willis Towers Watson survey in June 2020.
Every employee approaches the realities of telework differently and has his or her own challenges. In order to understand whether or not they are struggling, regular exchange is essential, but most HR teams do not have this kind of bandwidth. A partnership with managers can give you the eyes and ears you need to assess the situation of the teams and find out which employees might need extra help.
In many respects, the manager is a watchdog of the difficulties encountered on a daily basis and a guarantor of the well-being of the company . It is also up to him to defend his team's results, to preserve their strength for the recovery and to encourage them. It is up to him to send a strong and empathetic signal when defining annual objectives.
Make managers aware of the art of regular feedback
Despotic management is still one of the main causes of a hasty departure of employees and therefore the vector of failed recruitment.
To guard against this and to avoid being pushed around, nothing is better than to distill in the company a free feedback. This art of saying things frankly while remaining respectful is not innate: it can be learned.
However, many managers do not necessarily master tact when they are not too close to their teams. HR can act as a justice of the peace to facilitate daily exchanges. Indeed, it is in the best position to recognize the importance of regular exchanges (annual or bi-annual interviews, 360° feedback, etc.) and to make managers aware of their organization, particularly through tools such as Elevo. As the architect of the switchover of teams to teleworking, HR must share its insights on remote management.
I can't do without Elevo anymore, and neither can the managers. - Marjorie HEBERT, HR Manager, Norimaging
Working together for the full performance of employees
Managers and HR have a vested interest in working hand in hand to implement optimal HR and management processes. However, in the quest for employee performance, the manager has a clear say: it is the manager who will be directly impacted by the employee's commitment or not and it is therefore the manager who will suffer first and foremost in the event of a recruitment error. As we have seen, the manager - who carries the vision and the pulse of the operational side - also has a say in matters relating to recruitment, promotions, employee development,etc.
Finally, this sharing of skills will enable the optimization of HR processes: while HR professionals will save time in dealing with higher value-added subjects, managers will be more empowered.
In addition, they will learn from HR how to deploy clear and precise communication. These complementary skills will enable both of them to "recruit quickly and well", two key characteristics in times of crisis, but above all to retain talent!