NSG is a recently created UK work organisation, consisting of two operating companies – Cook and Dickens Services – who enjoy an equal partnership while continuing to retain separate identities and operating locations.

They provide personal services to residents of local communities in the north of England, which are similar, but the communities they serve are very different. Cook operates mainly in a metropolitan borough, and Dickens in a rural district authority. Cook was formed nearly 30 years ago, and Dickens was formed in July 2006 when 17 staff transferred to it from local authority control. NSG is a non-asset holding parent body, a charitable association governed by the regulations of the Industrial and Provident Societies Act (1965), and qualifies as a society run for the benefit of the community providing services for people other than its members. NSG’s senior management team consists mainly of the Cook senior management team. NSG was created to bring together the skills, resources and values of Cook and Dickens Services to create a stronger body with clear vision of service provision for their service users.

The organisational culture of NSG is, according to the Chief Executive and Financial Director, to be

‘open’. Line Managers (LMs) and staff are given their responsibilities and objectives, and then trusted to get on with their job. There is little or no ‘checking up’ or measuring of their performance. Due to its reputation and quality service, Cook has maintained continuous employment for almost all staff. The future of NSG is thought to be secure, though individual projects can be vulnerable to changes in government policies and public spending reviews. NSG hope that their growing size may help them survive, in addition to their good reputation. Cook has twice been awarded Charter Mark status and Investors in People (IiP) recognition.

HR policies and procedures tend to be designed by the directors of NSG, as there is no specialist professional HR presence on-site. Cook use a number of consultancies to assist with policy development in HR M when required, e.g. in health, safety, appraisal, and recruitment, and LMs have also helped to develop some such HR policies.

Question

1 I f you have responsibility as a senior manager for some subordinate Line Managers (LMs) in a small to medium-sized enterprise (SME) such as NSG, where you knew there was either a very small or non-existent HR function, how would you advise, guide and support such LMs on a practical level in HRM?
2 I f you were an LM at NSG, what changes would you like to see to help you deliver your role in HRM?
3 What lessons do you think can be learned from the relevant literature in terms of involving LMs in HRM in SME environments?