Line managers need to be recognised as strategic partners of L&D and HR departments to boost employee engagement, a report from the Chartered Institute of Personnel and Development claims.
The report Line Managers in Reward, Learning and Development, written by Sue Hutchinson, Bristol Business School and John Purcell, ACAS and Warwick University, explores the role of line managers in reward and learning and development and the relationship between HR and the line manager.
Victoria Winkler, CIPD Learning Training and Development adviser, said: "One major obstacle preventing progress in creating sustainable high performing organisations rests with the balance between what are and should be HR and line manager responsibilities for people management and development. Increasing line manager involvement in learning and development is one important part of the broader changing relations between line managers and human resources management."
The report also highlights concerns about the effectiveness of line managers. Common issues raised amongst the organisations interviewed was the lack of training for line managers, competing business pressures and a need to align learning, development and reward objectives with the wider organisational strategy.
Winkler added: "As the UK's economy becomes increasingly service-led, organisations cannot afford to be complacent about addressing their employees' needs. It is disappointing to see that only a small number of organisations saw the importance of front-line managers in translating people management and development policies into practice.”
The research involved six large public and private sector organisations (Halcrow, John Lewis Partnership, McGraw-Hill, Ministry of Defence, Wiltshire County Council and Wincanton) and included the use of focus groups and interviews with line managers and senior HR professionals.
