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Are managers obliged to take advice from HR?

Jen

Hello, 

As an advisor is see my role in advising manager's on employee related issues and to advise on best practice and potential risks should they not take that advice. I don't directly manager these managers nor do I have authority to impose a direct management instructions.- however I am being challenged to  enforce the advice on Manager's - so the questions I would like to ask my fellow colleagues - are manager's obligated to follow the advice we give?  My understanding on having worked for many years in an advisory role is that all we can do is advise its down to the manager's to make an informed decision on what action to take.  Also I am liable if I give advice but the manager decides not to follow this?  I would welcome you views on this, thank you.

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  • One way I'd get round this to make sure your advice also has the support of more senior managers. But you must be practical and your advice must support the work and the aims of the managers you refer to. So if a manager wishes to get rid of some troublesome employee, then don't let them fall into potential employment law traps where you then have to step in and tell them what they cannot do. Your advice should be to help them in their aim. But you may have to get involved early on, rather than at the last minute.

    Get the senior managers on board. Once they are behind you then you'll have the stature in the eyes of the line-managers that they trust you and know that you have the support of their own managers. Again this means sometimes standing your ground if you have to, but it also means working out ways of helping them, rather than hindering them in their actions.
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  • One way I'd get round this to make sure your advice also has the support of more senior managers. But you must be practical and your advice must support the work and the aims of the managers you refer to. So if a manager wishes to get rid of some troublesome employee, then don't let them fall into potential employment law traps where you then have to step in and tell them what they cannot do. Your advice should be to help them in their aim. But you may have to get involved early on, rather than at the last minute.

    Get the senior managers on board. Once they are behind you then you'll have the stature in the eyes of the line-managers that they trust you and know that you have the support of their own managers. Again this means sometimes standing your ground if you have to, but it also means working out ways of helping them, rather than hindering them in their actions.
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