The Manager … Key Player in a High-Impact HR Operating Model

Posted by Arthur Mazor, Gary Johnsen, Justin Clark, and Bryanna Ransom on April 16, 2018.

Often overlooked in the design of an organization’s HR operating model is the role of the manager, particularly the extent to which managers should be involved in delivering people-related services and how to equip them with the right tools and resources to do so. With research suggesting that managers account for over 70 percent of the variance in employee engagement,1 defining the people leadership expectations of managers-and helping them deliver on those expectations-is a key factor in any organization’s success, and can lead to higher ROI in terms of workforce performance, innovation, and company loyalty.

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