HR Can’t Succeed Alone
In my previous blog, I explored why the role of HR is often misunderstood from an employee’s perspective – and how the success of the HR function ultimately depends on how managers operate in everyday work. In this follow-up, we’ll examine what management really involves, and why the HR team can be an invaluable support – but never a substitute.
Managers Lead the Day-to-Day – HR Can’t Step In
A manager’s responsibilities go beyond coordinating the team or assigning tasks – they represent the employer. This role carries duties, laws, and guidelines, and neglecting them isn’t just poor judgement; it can lead to real legal consequences. Health and safety, fair treatment, and workload management aren’t merely best practices – they are legal obligations.
Leadership isn’t a reward for good work; it’s a role that carries responsibility. It requires decision-making, backbone, and sometimes a tolerance for discomfort. The good news? You don’t need to have all the answers – the HR function exists for those moments when you’re unsure what to do next.
Clear Roles: You’re Not a Super-Employee or a Messenger
Managers are responsible for day-to-day matters within their remit – but also for recognising when issues need escalating. They are not 24/7 answer machines, nor employee advocates when the matter is for the individual to handle themselves.
Delegating upwards often signals unclear roles. If an employee can’t resolve something independently, the manager doesn’t need to do it for them. Intranet guides, HR manuals, and instructions aren’t decorations – they are tools developed by the HR department with leadership to provide structure.
Leadership Can’t Be Outsourced – Even on Tough Days
Managers can’t sit on the sidelines or wait for the HR team to handle difficult matters. Management is about leading your team using the tools and frameworks provided by the HR function. It also requires that you embrace your role fully. Leadership happens where work gets done – not in the HR office or in a Slack DM.
The HR team can act as sparring partner, trainer, and coach. They ensure managers act consistently and follow the same rules. They provide tools, guidelines, and sometimes gentle reminders. But leadership? That’s the manager’s responsibility. When a team member underperforms, behaves inappropriately, or fails to show up, the HR function helps identify the situation and offers guidance – but it’s the manager who takes action.
Managers Are Leaders, Not Just Team Members
Managers are not the team’s “super-employee” or buddy boss. They are promoted because they are capable and willing to take responsibility, not as a reward for good work. Usually, managers are selected with the understanding that their role is going to change, demanding new skills, balancing competing expectations, and learning company practices well enough to communicate them effectively onwards to their teams.
A good manager is approachable and human – but above all, a leader. The role isn’t about blending in; it’s about maintaining clear leadership. Experience alone doesn’t make a great manager – it requires a willingness to grow and the resilience to handle discomfort.
Managers are always representatives of the employer. This doesn’t mean being cold; it means delivering decisions clearly and constructively – even when they’re unpopular. Not everything can be shared openly with the team, and not every opinion belongs to employees. Some matters belong elsewhere: the HR department, leadership meetings, or private reflection.
A manager’s primary task is to stand behind organisational decisions – especially if they’ve participated in the discussion and had the chance to influence it. Saying “this came from above” in front of the team undermines credibility. Consistency and backbone are pillars of effective management. If you can’t stand behind a decision yourself, how can you expect your team to do so?
I once observed a team debate about when remaining holiday days should be taken. When the team didn’t understand why, the manager’s last straw was: “HR is insisting that the remaining holidays are used.” Whose position did this reinforce? Hardly anyone’s.
HR Provides Guidance – Not Ready-Made Answers
Good HR professionals don’t simply hand out yes/no answers – they help you see the bigger picture: what the law says, what the organisation’s policies are, and the potential impact of different choices. Sometimes guidance is strict; sometimes it’s a framework allowing room for interpretation.
The HR team doesn’t create policies or processes for fun. Often, there are legal reasons behind them – protecting employees, the employer (read: the manager!), and occasionally customers. Sometimes matters must be handled exactly as the HR function directs – without real alternative. At other times, guidance provides a framework to interpret appropriately. Knowing which applies is where the HR team can help you.
If an employee wants to work remotely from Spain for a month, the answer isn’t “maybe” – it’s a structured discussion considering tax, insurance, data security, and company policy. The HR team doesn’t make the decision, but helps the manager navigate to one.
Shared Goal: A Fair, Functioning Workplace
The HR function provides structure, while you bring presence. HR ensures consistency, and you apply interpretation. Both are essential, but in complementary roles.
HR and managers aren’t adversaries, nor do they exist in parallel worlds. They share a goal: a workplace where day-to-day operations are fair, expectations are clear, and people can succeed while focusing on their core work.
And that’s exactly why: the HR function is a manager’s support – not a replacement for leadership.
But what happens when the HR team is left out? In the next blog, Part 3: The Best Time Is Now, I’ll explore how even the best managers can struggle without HR support – and why teamwork is key.
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