AUSTRALIAN HR managers have experienced a definite shift away from functional roles to more strategic ones in the last ten years, new research by Monash University has found
AUSTRALIAN HR managers have experienced a definite shift away from functional roles to more strategic ones in the last ten years, new research by Monash University has found.
Line managers are also taking increased HR responsibility for recruitment and selection, performance management, OHS and employee involvement.
“These are appropriate areas for line manager involvement as they have better day to day knowledge of the performance of employees, gaps in the staffing profile and potential OHS risks,” said Cathy Sheehan from Monash University’s Department of Management.
“They also potentially act as a good conduit for employee involvement as they have a more direct working relationship with the workers.”
Areas that HR departments are retaining responsibility for include more strategic areas associated with compensation and benefits, HR planning and IR.
“This division of tasks makes sense as it allows HR to move into its new strategic partnering role and it means that data about HR activities associated with performance and staffing needs is more accurate because it comes from the line managers who are in direct contact with the workforce,” Sheehan said.
“The new workplace environment is one in which there is going to have to be a lot more direct communication between employees, line managers and management.”
However, devolution of HR responsibilities to line managers presents a number of complications.
The problem, according to Sheehan, is that although line managers are often the most knowledgeable source of information about such issues, they are working to more immediate deadlines which require their full attention.
“Although they may see the value of being involved in HR decisions they simply do not have the time to deal with complicated performance appraisal paperwork or the wording of job advertisements,” she said.
The study found that 27 per cent of HR managers reported willingness on the part of line managers to take on HR responsibilities and a further 32 per cent said line managers were unwilling.
“Logically their willingness to become involved in these activities will be determined by the ‘what’s in it for me’ factor.
“If they can see that they really can make a difference in the quality of people that they are able to hire and they can really reward good effort they will be more willing to take on these HR tasks because it actually helps them in the day to day running of their area,”Sheehan said.
“If, on the other hand, they are just doing the admin for someone else then logically they will resist the added responsibility.”
The study also identified the extent to which the role of HR managers has changed from functional to strategic from 1993–94 to 2003–04 and observed the organisational characteristics that best predict a strategic role for HR managers in 2003–04.
Data was collected from the content analysis of 315 job advertisements for senior HR managers published on the internet and in national newspapers including The Weekend Australian and The Australian Financial Review.
The research found an increase in references to strategic HR roles and established that internationally-owned, larger and public sector organisations placed greater emphasis on promoting strategic roles for HR managers.
This methodology revealed a growing acceptance of strategic roles for HR managers in Australia, although Sheehan warned of resistance particularly in organisations where there may have been a more traditional division between workers and management.
“In these situations there will be an increased need for both HR professionals and line managers to be trained in the areas of conflict management and negotiation techniques,” she said.
