Stop pointing at HR, or The buck stops here
HR can support, provide structure and create tools. But HR does not lead the teams, does not set day-to-day priorities and does not set the tone for psychological safety. You do, as a manager.
Date
19 January, 2026
Categories
Perspectives , Insights
Written by
Linus Holmgren
“Employees are our most important resource.”
It sounds obvious. But how often is it true in practice? Many invest in the employer brand, onboarding programmes, leadership development and surveys. All of that is right. The problem arises when, at the same time, you hope that HR will thereby “solve” culture, wellbeing or performance. HR can support, provide structure and create tools. But HR does not lead the teams, does not set day-to-day priorities and does not set the tone for psychological safety. You do, as a manager. So stop pointing at HR as soon as anything is about employees.
The People agenda is a business issue
Responsibility cannot be passed on. It stops where decisions are made. And that applies to the entire People flow – from attraction and recruitment to onboarding, performance, development and retention. It doesn’t matter how strong the recruitment campaign is if everyday working life doesn’t live up to the promise. It doesn’t matter how well thought-through the development programme is if it isn’t linked to the needs of the business. People work is not a series of standalone projects. It is a coherent system.
As a manager, you are the moment of truth. In the performance review. In the prioritisation of time and resources. In how you follow up performance and handle conflicts. In how you welcome new employees on their first day. That is where it is decided whether the strategy becomes reality or just words. Employees are often both the biggest cost and the biggest lever for success. That is why this is a business issue, not an HR issue.
Do you want to strengthen execution capability? Raise the performance level? Ensure that strategy is actually translated into results? Then it doesn’t start with more initiatives. It starts with clear ownership. Leading people is not a side assignment. It is the most business-critical part of your responsibility as a manager.
So the question is simple: Who owns the People agenda in your organisation? Is it the manager or HR?
THE BUCK STOPS HERE
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