It’s a
worldwide trend that has been under way for nearly a decade: Responsibility for
talent management is shifting from HR to frontline executives. The transition
is driven partly by cost cutting—head counts in HR departments fell sharply
during the Great Recession—but it is also fueled by the recognition that many
aspects of talent management are best handled by day-to-day managers.
In a 2005
Australian study, 70% of respondents said that line managers had taken over
many HR tasks in their firms during the previous five years. In a 2013 survey
of UK companies, senior executives reported playing a much bigger role than HR
departments in setting employees’ development goals. In the United States, 45%
of the HR departments surveyed plan to restructure before the end of 2013, in
part to reflect this trend.
More
importantly, research by CEB shows that when line managers, rather than HR, are
responsible for recruiting, performance management, and retention, companies
are 29% more successful at those tasks.
Makes, sense, as HR sometimes may have a CYA attitude and the line mamanger is the one that will work daily with the hiree, thus better express their needs and qualifications desired. HR can still scren through most of the candidates, though, to just have the manager interview the top 3
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