Which reason best explains why it is important for HR to know the line managers and their needs

To deliver good people management, line managers themselves need to be managed within a strong, supportive framework to enable them to develop self-confidence and a robust sense of their own role in the organisation. This further emphasises the need for appropriate training and development for those newly-appointed in a line management role. If managers are the ’face’ of the people profession to employees, the people profession must be part of ensuring this framework is in place.

Developing line managers

Front-line managers are often promoted from operational roles and might not have any management experience or education at the time of their appointment. Given their critical role in supporting people as highlighted above in this factsheet, it is paramount to provide newly-appointed line managers with the skills they need to support and develop their team. 

Our podcast on training line managers discusses the need to develop line managers and some different strategies organisations have found successful. A general overview on all aspects of management development can be found in our factsheet. A specific example of an effective training programme for line managers to support employee mental health in the financial sector in the UK is presented in our report A new approach to line manager mental well-being training in banks. The COVID-19 pandemic, lockdowns and, often enforced, remote working have also presented new challenges in supporting employee’s mental wellbeing. Our podcast ‘Managing the wellbeing of remote workers’ offers suggestions for line managers on how to approach what could be a challenging situation. 

Many of the qualities and skills associated with higher quality line management focus on the behaviours of the line managers themselves. However, it’s not enough to educate line managers in the behaviours required; organisations must also ensure they’re developing the environment and culture in which line managers are actively encouraged to show positive behaviours. Our Leadership: easier said than done report outlines the key barriers to management and leadership within the organisational environment. L&D professionals are increasingly seeing their work move into this cultural impact area as they move away from simply booking courses.

In our Good Work Index survey, we regularly track employee satisfaction with the different aspects of line management which provides important information on areas where management quality may be falling behind. Our report Real-life leaders: closing the knowing-doing gap provides further information on the gaps in line managers’ skills from the point of view of managers themselves, as well as HR and L&D practitioners.

The role of business partnering

There's a growing emphasis in both HR and L&D teams on business partnering, where people professionals are closely involved in supporting business strategy. This has enhanced the people management aspects of the line manager’s role. Line managers have the opportunity to develop responses and solutions to HR issues together with their HR business partner with more immediacy and alignment to business strategy. For L&D, the business partner’s ability to respond readily to line manager needs for their team creates a much closer and relevant role.

This enables both people and business issues to be considered as part of a wider range of decisions that impact organisational effectiveness. Because the relationship is ongoing, both sides build a better understanding and develop long-term strategies and solutions rather than the HR and L&D functions being brought in to manage issues as they arise. This proactive rather than reactive approach offers better support to operations and impact on the bottom line.

Leading line managers

Well-managed line managers are more likely to lead high-performing teams. Senior management support and action on developing line managers is critical. The relationships between line managers and their own managers and with senior management tend to make a significant difference to their willingness to display discretionary behaviour in their own management activities, as they reflect the culture of an organisation in their behaviour. For HR and L&D initiatives to be truly successful with line managers, they need to be offered with full senior stakeholder engagement and endorsement.

Generally, line managers are more likely to display the positive behaviours associated with higher levels of performance from those they are managing if they experience:

• Good working relationships with their own managers.
• Good career opportunities and support to progress their careers with effective people development.
• A positive work-life balance.
• The capacity to participate and feel involved in decision-making.
• An open organisational culture that enables them to air a grievance or discuss matters of personal concern.
• A sense of job security.

Why should HR manager and line manager work together?

Why should HR professionals consult line and senior managers about human resources needs in their areas?

What is the role of line managers in human resources management?

How does HR support line managers and their staff?