How to improve line manager confidence in employee relations

Improving line manager confidence in employee relations requires practical training, clear processes and guidance managers can access when a people issue arises. Managers also need to understand what they can handle themselves, when to involve HR and how to record their actions.

A recent People Management article highlighted how gaps in managers’ people skills and confidence can contribute to workplace issues escalating.

The findings mirror a trend we’ve long observed: the manager confidence and competency gap is a significant risk factor in modern people management. The result of this lack of confidence is a systemic over-reliance on HR that impacts employee experiences, slows down case resolution times and can lead to more escalations and tribunal claims.

The risks associated with inconsistent approaches and over-reliance on HR take on greater significance under the Employment Rights Act 2025.

Why does line manager confidence matter for employee relations?

When managers are overly reliant on HR, they’re not building the capability and confidence to handle people matters effectively. Concerns can go unaddressed while managers wait for direction, allowing issues that could have been resolved early to become more complex.

Informal handling of people matters without appropriate records can also create gaps in evidence that make decisions harder to defend in a tribunal. An informal conversation may be the right starting point, but managers still need to record relevant discussions, agreed actions and follow-up.

To mitigate these risks, employers need technology and training that supports managers to do the right thing in the moment, whilst also providing a robust audit trail.

How will the Employment Rights Act affect people management?

From 1 January 2027, the qualifying period for ordinary unfair dismissal protection in Great Britain will reduce from two years to six months. The statutory cap on compensatory awards for unfair dismissal will also be removed.

These changes increase employers’ potential exposure to unfair dismissal claims and compensation. Supporting managers to address concerns promptly, follow fair processes and document their decisions becomes even more important.

HR leaders should review how managers handle probation, performance and other employee relations matters, including whether they have the guidance and support to act confidently.

How can HR improve line manager confidence?

Start by reviewing where managers most often need support:

• Are performance conversations being delayed?
• Are routine absence matters repeatedly referred to HR?
• Are agreed actions being recorded and followed up?
• Do managers know when an issue needs specialist advice?

Use those findings to target training and simplify processes. Give managers clear guidance on the matters they can handle themselves and the circumstances in which they should involve HR.

Training should help managers apply their knowledge to everyday situations, including preparing for difficult conversations, agreeing next steps and recognising when a matter has become more complex.

The aim is to build capability through supported practice, with HR expertise available where it is needed.

How can technology support managers in handling people issues?

A data-driven approach, fit-for-purpose digital tools and effective training are all central to a future-fit employee relations operating model.

Investing in technology that guides managers through processes can reduce the risk of missteps, enabling them to self-serve people matters consistently and with confidence. This can help organisations move from a position where gaps in manager capability create risk to one where there is defensible consistency in the way people matters are handled.

Effective digital guidance should help managers:

• Understand the next step in the relevant process.
• Access policies, guidance and templates.
• Record discussions, actions and decisions.
• Follow up at the appropriate time.
• Identify when to seek expert support.

By providing digital guardrails that support consistent processes and track the steps taken, organisations can reduce managers’ fear of getting it wrong. This tech-enabled autonomy can replace uncertainty, allowing managers to address concerns early and decisively.

Technology should support managers’ judgement and access to HR advice. Sensitive or complex cases still require appropriate specialist involvement.

Building a more consistent employee relations approach

The priority for HR leaders is to transform outdated employee relations operating models so that managers have the skills, processes and support to take greater ownership of people matters.

When managers are empowered with the right tools, people issues become more manageable, employee experiences become more consistent and routine issues can be de-escalated, reducing the risk of them reaching the stage of a legal claim.

Closing the manager confidence gap starts with making it easier for managers to take the right action, at the right time, with the right support.

Help your line managers act with confidence

AdviserPlus combines employee relations technology, analytics and people expertise to help organisations strengthen manager capability and transform their ER operating model.

Speak to our team about empower® to explore how guided processes, practical training and expert support can help your managers take greater ownership of employee relations.