In many workplaces, managers believe that once an issue is reported to HR, their responsibility ends. The thinking goes: “I’ve escalated it—now it’s HR’s job.” But this mindset is problematic and, frankly, risky.

The Manager’s Role

Managers have a duty of care to their employees. This duty cannot be outsourced or transferred to HR. Whether the issue is absenteeism, performance, or wellbeing, the manager remains the primary point of accountability. HR can support, advise, and provide frameworks, but they do not step into the manager’s shoes.

For example, absenteeism is not just an HR statistic to track. It is often a signal of deeper issues—workload, health, engagement, or personal circumstances. A manager is closest to the situation and best placed to have timely conversations, set expectations, and provide adjustments where reasonable.

HR’s Role

HR acts as an advisor and safeguard. We help managers navigate policy, document processes, and ensure compliance. What we cannot do is take ownership of managing day-to-day staff behaviour. If managers assume HR will “fix” the issue, they risk neglecting their obligations. In some cases, it becomes clear that the real problem is not the employee’s behaviour but the manager’s lack of action.

Why It Matters

When managers step back after looping in HR, several risks emerge:

• Delayed action: Absenteeism patterns worsen because no one addresses them promptly.
• Weakened trust: Employees see a lack of direct engagement from their manager.
• Compliance exposure: Organisations may face claims if reasonable steps were not taken by the responsible manager.

A Balanced Approach

The most effective outcomes occur when managers and HR work together. HR provides the tools and structure, but the manager must lead the conversation, follow through, and uphold their duty of care. Reporting an issue to HR is the start of a partnership, not a handover.