Line manager refers to the manager of financial, production, sales and other functional departments. Every line manager is a manager, shouldering the responsibility of achieving departmental goals and managing the department. Different from human resource managers, line managers manage human resources around departmental tasks in their own departments, including motivation, communication, authorization and training. Therefore, human resource management is not only a matter for human resources departments, but also exists where there are organizations and personnel.
First, the connotation of modern human resource management
Human resource management is a kind of management behavior to improve labor productivity and finally achieve enterprise development goals through a series of means such as job analysis, human resource planning, employee recruitment and selection, performance appraisal, salary management, employee motivation, talent training and development.
Traditional personnel management regards people as a kind of cost, which is the object to be managed and controlled, while the personnel department is an auxiliary department that cannot generate income and repeat routine work; Compared with traditional personnel management, modern human resource management regards people as the most precious and creative resource in enterprises, which needs both management and development. Human resources department has been promoted to the height of enterprise development strategy, and its work efficiency is directly related to the success or failure of enterprises, and human resources strategy has also become one of the core competitiveness of enterprises.
Therefore, when recruiting people, modern human resource management emphasizes recruiting suitable people for enterprises in a planned way, embodies the people-oriented management idea everywhere in employing and retaining people, scientifically arranges the most suitable work according to people's abilities, specialties, interests and psychological conditions, fully considers the growth and value of employees in their work, applies scientific management methods, and fully mobilizes and exerts people's enthusiasm, initiative and creativity through comprehensive human resource development plans and corporate culture construction.
Second, the line manager's human resources function orientation
The basic task of a line manager is to accomplish the organizational goals of his department, so the line manager pays more attention to the specific workflow and results in his daily work, and may ignore the human resources management of his department. But as a manager, "management" is his own job, so "human resource management" within the department, as a part of his "management function", is an indispensable job for managers. His core value is to lead the department staff to achieve the department's work objectives, because the work of each straight-line department cannot be completed by the manager alone, but must be completed by the manager through the planning, organization, command, coordination and control of the department staff, and it is not simply based on the completion of the annual work objectives as the only basis for measuring work performance, but also requires the line managers to conduct good communication, effective incentives, appropriate centralization and authorization, and planned staff training and talent training.
Therefore, to achieve this, all line managers are required to have basic human resource management ideas and master modern human resource management tools and methods. For example, how to define the rights and responsibilities of subordinate employees through job analysis, how to reasonably evaluate the relative value of different positions through job evaluation, how to effectively decompose and manage the objectives of subordinate departments, how to understand and implement the company's salary system and play its incentive role, how to effectively manage employees' performance, how to effectively manage talent recruitment, selection and resignation, and how to help employees plan their careers and establish learning organizations. After training, the line manager establishes a modern human resource management system, so that he can become a human resource manager first, so as to better undertake the responsibilities of recruitment, division of labor, authorization, assessment, training and encouragement, and do a good job in human resource management within his department.
Third, the division of labor and cooperation between line managers and human resources managers.
The basic job of a human resource manager is to combine the long-term development goals of an enterprise with the actual situation of the enterprise, formulate perfect human resource management rules, regulations and standardized operating procedures, and perform departmental responsibilities on this basis, including daily management work such as human resource planning, employee recruitment, files, contracts, attendance, assessment, training, salary, welfare and resignation. At the same time, human resource managers should stand at the height of enterprise development strategy, actively analyze and diagnose the current situation of human resources, formulate specific human resource plans, and provide conditions for other straight-line departments to achieve goals and value-added services.
The basic job of the line manager is to accomplish the work objectives of the department, and at the same time implement the rules and regulations of human resource management within the department, and accept the guidance and supervision of the human resource manager.
Although the division of labor between line managers and human resource managers is different, line managers can't regard human resource management as a matter of human resource managers, and human resource managers can't just formulate systems and then enforce them, but should regard human resource management of enterprises as an uninterrupted spiral process. In this process, line managers and human resources managers must cooperate with each other, and there can be no disconnection between the establishment of the system and the implementation of the system.
Line managers are generally excellent workers in their own departments, with good professional quality and business experience, but not necessarily management experience, which requires job analysis under the guidance of human resource managers, clear job responsibilities and human resource management responsibilities, and master basic human resource management skills. Every line manager should know what personnel decision-making power, personnel suggestion power and personnel operation power he has within his department, and use his authority reasonably and appropriately. For example, they have the right to decide on the performance appraisal and probation period of new employees; Have the right to make suggestions on the recruitment, dismissal and remuneration of employees in this department; When exercising their rights, they should follow certain procedures and fill in the corresponding forms. These are all management rights. In this way, the line manager knows very well how to win the support of the human resource manager and cooperate with him. The human resource manager can focus on the overall personnel coordination and arrangement of the company. When the line manager has problems in human resource management, he will actively communicate and discuss, provide him with necessary human resource management services, help him find solutions to the problems and finally solve the problems.
Fourthly, how do line managers perform their human resources functions?
On the premise of correctly understanding modern human resource management ideas, line managers must also master basic human resource professional skills and management skills, actively communicate and cooperate with human resource managers, keep abreast of the relevant human resource management policies of enterprises, and strive for the support of human resource managers for their departments' work as much as possible, so as to effectively perform human resource functions.
First of all, the line manager is the executor and consultant of the enterprise human resource management system.
Once the human resource management system of an enterprise is formulated, it needs to be followed by all line departments, and its implementation effect is closely related to how line managers implement the system. On the one hand, the line manager himself must be bound by the system and accept the assessment of the system. In the process of system implementation, line managers with human resource management ideas can correctly face the ups and downs of their careers, examine their strengths and weaknesses from a global perspective, and make rational suggestions on the system while fostering strengths and avoiding weaknesses. On the other hand, line managers need to implement established systems in their own departments. In order to make the system universally recognized and effectively implemented by employees in the department, line managers need to have a deep understanding of the content and background of the system and answer questions for employees at any time. For example, the salary system, including wages, bonuses, benefits, long-term incentives and so on. , pay attention to internal fairness and external competitiveness, employees must really understand the content of salary and assessment methods in order to play an incentive role, otherwise it will only be insatiable salary.
Secondly, the line manager is the maker and executor of the human resource management system of this department.
In order to straighten out the working relationship of the department, the line manager should master the methods and processes of job analysis and job evaluation, and let every employee in the department understand the methods and importance of job analysis, so as to accurately and effectively define the rights and responsibilities of the employees in the department and reasonably evaluate the relative values and job requirements of different positions;
In order to accomplish departmental tasks efficiently, line managers should understand target management and performance appraisal, reasonably separate departmental tasks from company goals, and then decompose departmental goals into each employee, so that each employee can understand the relationship between company goals and personal goals, so that employees can not only do things correctly, but also do the right things. At the same time, combined with performance appraisal, the work behavior and work effect of employees are evaluated and measured, with the aim of improving their work performance and improving their job satisfaction and sense of accomplishment.
On the basis of job analysis and target management, the line manager puts forward the department's employment and training plan to the human resources manager, effectively recruits and selects suitable talents, helps employees plan their careers in a targeted manner, enhances their sense of belonging, and enhances the cohesion and combat effectiveness of the team.
In a word, line managers are playing an increasingly important role in modern human resource management. They know the work and employees of their own departments best. If we can consciously combine departmental work with the long-term goals of the enterprise under the premise of accepting modern human resource management ideas, constantly improve our management skills and master and apply human resource management methods, then the enterprise will glow with brand-new vitality.