I’m a human resources director for a large department in a big, people-oriented corporation. I’ve recently taken this role, and I’m still building my credibility. The problem is, senior managers in this department think most people-related work should be executed by HR. As much as I agree that HR should design the systems (like performance evaluation, recruitment, salary management, etc.) and train the managers on how to use them, it is still the manager’s job to carry them out: fill out job descriptions, do final interviews, evaluate performance or fire people. HR can advise and act as an expert. But how do we set this groundwork for our various responsibilities moving forward?
To read my answer, click here: How Can I Get Managers to Help More?
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