HR Corner Line managers take on HR duties by Charles Mak In some companies the responsibility for HR functions is being reassigned In operating more than 200 offices in Hong Kong, leading property management company Synergis Management Services Limited has long realised that human resources policy plays an integral part in the success of their business. Therefore, since 2000, they have introduced a new core value, rearranged certain responsibilities and promoted the idea that every line manager is also an HR manager. "All senior managers now advocate and emphasise this policy any time, anywhere," says Wendy Wong, the company's human resources manager. The ultimate aim is to bring staff and management closer together and to ensure that all employees are well looked after. "People are our greatest asset, so good people management is essential to the business," says Ms Wong. "That is why we want to make sure every member of staff realises they can talk to their site manager about any problems before coming to the HR department." This philosophy is explained even to potential employees during recruitment and is reinforced on the very first day of staff orientation. "We concentrate on using this approach right from the start," Ms Wong adds. "When recruiting, line managers have final responsibility for choosing staff. They will assess a candidate's attitude, values and abilities to ensure compatibility with the company's business and culture. In this way, they can shape their own team and hire staff they are confident will fit in." To make HR management effective in all offices, it is explicitly included as one of the 13 core competencies required for all site and regional managers. "Line managers must fulfil certain HR functions, including job interviews, training and performance appraisals," Ms Wong says. To assist them, intensive coaching and clear guidelines are made available. Special attention is focused on six key areas: identifying talent, attracting quality employees, making full use of each employee's abilities, rewards, developing potential, and retention policies. A systematic approach is needed to maintain standards and quality in any HR issues Dynamic workforce "One of our objectives is to build a highly skilled and dynamic workforce through effective people management," says Ms Wong. Therefore, line managers are also made accountable for coaching, guiding and developing their own staff. A comprehensive HR management plan has been devised to provide a clear framework and make implementation easier. "We have over 200 sites in Hong Kong, so a systematic approach is needed to maintain standards and quality in any HR issues," she explains. "For example, we design a check list of questions and required competencies for line managers to refer to during recruitment interviews. This makes sure of general alignment with the company's business objectives. We also monitor managers' performance in handling their HR duties in case of any problems." While line managers have adapted well to using these methods, there are also assessment tools and employee surveys to keep them on the right track. "Each manager is assessed in accordance with our set HR competencies, as well as through the employee survey completed by subordinates. Both form a part of the regular performance evaluation," Ms Wong explains. "We pay extra attention to staff feedback from the survey. In addition, we use other informal communication channels, including site visits and employee lunches with senior management to check how things are going." The system of obtaining feedback is seen as useful for managers and in developing the ability of junior staff to think more analytically about the business. Ms Wong and her team also take turns to spend time in different sites to understand how specific duties are handled and to come up with better policies and procedures. Two-way appraisals The practice of having two-way performance appraisals has also been implemented as a means of enhancing communication between managers and employees. The process begins with individuals completing self-assessment forms and moves on to a meeting with line managers in which expectations are openly discussed. "This helps break down barriers and makes the working environment more constructive for everyone," says Ms Wong. The policy of regarding every line manager as an HR manager has been extended to the company's mainland offices. Senior managers there have now adopted the model used in Hong Kong, which requires them to run the business and closely supervise recruitment and staff development matters. Since a number of the functions traditionally handled by the HR department have been transferred to line managers, Ms Wong now has more time to concentrate on developing her role as an internal consultant and strategic partner. "This has become a trend," she says. "As we don't perform so many routine recruitment and training tasks any more, we have been able to review our own manpower needs in the HR department and redeploy resources," she says. Salient points Line managers are responsible for recruiting people who will fit in with the company's culture Intensive coaching and guidelines are provided to help line managers understand their HR duties and perform them well The HR department closely monitors policy and procedures to ensure successful outcomes Two-way performance appraisals enhance communication between managers and staff HR team can concentrate on its role as a consultant and strategic partner Taken from Career Times 30 September 2005, p. 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