In 2011 and beyond, as the economy recovers, Human Resources Management (HRM)/Talent Management will become an increasingly strategic issue for many businesses, as their future success will be based on the success of their people. Organisations listened to their customers during the economic downturn in order to retain them, and the same principle should now apply to employees. Research shows that line managers play a pivotal role in terms of implementing and enacting HR policies and practices. Research further shows that when employees feel positive about their relationship with their line managers they are more likely to have higher levels of job satisfaction, commitment and loyalty which are associated with higher levels of performance or discretionary behaviour. Line managers also play the strongest part in structuring people’s actual experience of doing a job. The Chartered Institute for Personnel Development (CIPD, 2010) identified the following areas where line managers make a significant difference to people management practices: • performance appraisal • training, coaching and guidance • employee engagement (involvement and communication) • openness – how easy is it for employees to discuss matters with their line manager • work-life balance • recognition – the extent to which employees feel their contribution is recognised The CIPD (2010) further states that although the processes for the areas mentioned above may be designed by HR, it cannot be delivered by HR. The line manager role is crucial in a number of respects: • in enabling the HR policies and practices, or bringing them to life • in acting upon advice or guidance from HR • in controlling the work flow by directing and guiding the work of others. However, line managers often have conflicting priorities and role overload and do not always pay enough attention to their people management activities. One of the reasons for this is that they are not equipped with the tools, skills and knowledge they need to be effective. This leads to line managers sometimes effectively abdicating their responsibility for aspects of people management. The phrase “that’s HR’s job” is heard too often in many organisations – whether describing employee development, dealing with discipline or dealing with wellbeing issues. Ineffective people management by line managers doesn’t just impact on the HR department: it hurts the bottom line. Recent research involving nearly 3,000 employers by the Work Foundation and the Institute for Employment Studies found that organisations with a comprehensive, structured approach to people management, covering areas such as recruitment, development plans and employee appraisals, perform measurably better than those without, indicated by higher profits per employee, higher profit margins and higher productivity. Empowering line managers with the necessary knowledge to effectively deal with HR issues in the workplace will contribute significantly to the success and sustainability of the organisation.