Online Reporter
Dr Request Machimbira
HUMAN RESOURCES (HR) issues remain the nerve centre for business performance optimisation.
However, for far too long, organisations have perpetuated the notion of a concept they call “HR for non-HR managers”, implying that people management is not essentially a core responsibility of line managers.
This myth has led to a structured and acceptable denial of people issues by managers, with the phrase “that’s an HR issue” becoming a convenient cop-out.
As someone with 20 years of experience in HR, rising from a recruitment consultant to a board chairperson and consultant, I have observed this phenomenon firsthand.
The reference to “non-HR managers” is almost choreographed, validating my concerns about managerial apathy towards people issues.
The truth is, management is the discipline of getting things done through others — and those others are the human resources. Every manager, regardless of their function, is responsible for managing people.
Be it a production manager, marketing manager, engineering manager or finance manager, they are all HR managers in their own right.
Human resources management is not just a department; in fact, it should never be. It should be a function whose transactions must be seamless throughout the entire organisational structure.
Human resources management competencies should be an integral part of management, and line managers should be held accountable for people transactions. If human resources competencies are not part of management selection criteria, the outcome is very simple: wrong recruitment.
We need to refocus the business perspective, attitude and models for HR services delivery. This requires a fundamental shift in how we view HR and its role in the organisation.
The role of HR managers, on the other hand, is to serve as internal consultants on people management, enabling business transactions on people issues.
They provide guidance, support and expertise to line managers, helping them navigate complex HR issues.
The apathy towards people issues is further exacerbated by the fact that performance management systems often do not hold line managers accountable for HR transactions.
What gets measured gets done, and if HR is not being measured, it is unlikely to be a priority.
To address this issue, we need a smart partnership between HR departments and line managers.
This requires devolving HR functions, enabling expeditious transactions and real-time attendance to people issues.
By doing so, we can eliminate the phrase “it’s an HR issue” and recognise that everything is a business issue.
Going forward, organisations must invest in developing models or frameworks for human resources devolution to assist in entrenching HR in line management.
A manager HR dashboard is also essential in entrenching line management accountability for people transactions.
Let us work together to break down the silos and recognise that every manager is an HR manager. It is not an HR issue; it is a business issue.
By refocusing our approach to HR, we can create a more seamless and effective organisational structure that drives business success.
Dr Request Machimbira is a human resources expert, strategy facilitator, team building coach, independent labour arbitrator and published author. He writes in his personal capacity. For feedback, email request @proficiencyinternational.com or phone +263772693404.
Online Reporter