Where an employee excels in their role, it can feel like the next logical step to promote them to line manager. Whilst the employee may have the technical knowledge required, taking on the role of line manager often requires an employee to master a whole new skill – managing people!
Whilst line managers are an important asset to most organisations, failure to provide adequate training, support or oversight to line managers can leave a business vulnerable to potential claims in the Employment and Equality Tribunal.
Appointing a line manager
Line management can consist of managing tasks and/or people. It is important that a line manager is clear as to the parameters of their new role from the outset. What is the line manager expected to be responsible for, and what are they expected to pass on to HR or upper management? You may wish to outline expectations of their involvement in the following areas:
- queries from team members regarding pay;
- bonus payments;
- recruitment;
- dealing with poor performance;
- dealing with sickness absence; and
- dealing with grievances or complaints.
Remember that the move to line manager can often feel like an entirely different role rather than a “step up”, and so it is important that line managers receive a proper induction, to include role-specific training which is regularly refreshed thereafter.
Navigating a new dynamic
It is not uncommon for an employee’s promotion to line manager to alter the dynamic with their colleagues. This can sometimes be an isolating time for the line manager themselves, but can also present communication issues with wider staff.
It is important for an employer to be aware of the new dynamic and how this might be impacting employees. Ensure that employees are clear as to the responsibilities and duties of a line manager and that there is adequate support available for the new line manager.
How can you support a line manager?
Whilst training is essential, it should not be a line manager’s only source of support. Well drafted policies, which makes clear the role of a line manager, will go a long way to avoiding miscommunication or duplication of work between the line manager and HR, as well as making it crystal clear what is expected of the line manager.
It will be to everybody’s benefit if there is an open and co-operative dialogue between the line manager and HR. Additionally, an organisation may wish to hold regular meetings with all the line managers in order to address any common or recurring issues.
Leaving a line manager to fend for themselves
Where a line manager has not received adequate training or does not have sufficient support, they may find themselves as the catalyst for a claim in the Employment and Equality Tribunal. Although it may be the line manager’s actions (or lack of action) which has brought about a claim, ultimately the time and cost of going to Tribunal is for the employer to bear.
Further, the Tribunal will look beyond the line manager to the policies and procedures which the employer has put in place and into practice. It is therefore vital that any employer is conscious of the policies and procedures that a line manager is working under and does not simply leave a new line manager to fend for themselves.
Disclaimer
The information and/or opinions contained in this article is necessarily brief and general in nature and does not constitute legal or taxation advice. Appropriate legal or other professional advice should be sought for any specific matter. Any reliance on such information and/or opinions is therefore solely at the user’s own risk and DQ Advocates Limited (and its associates and subsidiaries) is not responsible for, and does not accept any responsibility or liability in connection with any action taken or reliance placed upon such content.
