Why Managers Can't Stand by Their Decisions and Say "Ask HR" When They Know the Answer
In any organization, managers are expected to lead, make decisions, and take ownership of the direction of their teams. But one behavior that is unfortunately all too common is when managers pass the buck to HR, telling employees to "ask HR" instead of taking ownership of a decision themselves—especially when the manager knows the answer. This practice is not only detrimental to the manager’s credibility but also undermines the effectiveness of HR and can create unnecessary confusion and frustration among employees.
In this blog post, we’ll dive into why some managers struggle to stand by their decisions, why they might shift responsibility to HR, and the negative impact this can have on both the team and the organization. We’ll also explore how managers can step up and take ownership of their decisions for the betterment of the company and its culture.
1. The Fear of Making Unpopular Decisions
One of the most common reasons why managers avoid taking responsibility for their decisions is the fear of making unpopular choices. Whether it’s setting clear performance expectations, enforcing policies, or making tough calls like denying time off requests or addressing an employee’s behavior, managers know these decisions won’t always be well received. The fear of confrontation or backlash from employees can make it tempting to deflect the responsibility to HR.
The Dilemma:
Managers may worry about angering their team members, damaging relationships, or dealing with pushback, so they pass the responsibility to HR as a way to avoid taking the brunt of the emotional response. The manager might know the answer or have made the decision themselves, but they hide behind HR to “protect” themselves from negative reactions.
Why This Hurts the Organization:
Lack of Accountability: When managers don’t take ownership of their decisions, it sends a message to employees that they can’t be trusted to lead. This creates a lack of accountability within the leadership team and may breed a sense of frustration and distrust among employees.
Increased Employee Confusion: Employees might get conflicting messages from their managers and HR, leading to confusion about what is actually expected of them. This can decrease morale and increase the likelihood of mistakes.
Weakened Leadership: Managers who consistently avoid tough conversations or pass decisions off to HR appear indecisive or weak, which can erode their credibility as leaders.
2. Lack of Confidence in Leadership Abilities
Another factor contributing to a manager’s reluctance to take ownership of decisions is a lack of confidence in their own leadership abilities. Some managers may not feel fully equipped to handle certain situations, especially when it comes to performance management or navigating difficult employee interactions. Instead of addressing the issue head-on, they default to HR because they believe HR has the necessary expertise or authority to handle it.
The Dilemma:
A manager who is uncertain about how to handle a performance issue, conflict, or a complicated situation may defer to HR, believing that HR is better suited to address the matter. This is particularly common in companies where HR is seen as the “expert” in managing employee relations, and managers may rely on HR to be the authority figure in these situations, even if the manager already has the knowledge to resolve the issue themselves.
Why This Hurts the Organization:
Missed Leadership Development Opportunities: When managers rely on HR to make decisions that they should be handling, they miss out on crucial opportunities to develop their own leadership skills. Over time, this can stifle their growth as effective leaders and hinder their ability to manage their teams with confidence.
Strained HR Resources: When HR is called upon to handle decisions that are fundamentally managerial in nature, it places an unnecessary burden on HR professionals. HR’s primary role is to guide, advise, and ensure compliance—not to make decisions for management.
Disengaged Employees: Employees want to feel like their managers are in control and able to make decisions. When managers defer to HR, it can leave employees feeling uncertain about the direction of the team or unsure about who to approach for clarity.
3. Trying to Shift Blame or Responsibility
Sometimes, managers use the tactic of telling employees to "ask HR" as a way to shift blame for decisions they’ve made or to avoid responsibility for difficult situations. If an employee questions a decision that a manager has made, rather than explain the reasoning behind the choice, the manager might direct them to HR in an attempt to distance themselves from the issue.
The Dilemma:
By deflecting to HR, managers avoid the accountability and emotional labor that comes with explaining, justifying, or defending a decision. This behavior is especially common when the manager is unsure of how to defend a decision or doesn’t want to get caught in a difficult discussion.
Why This Hurts the Organization:
Undermines Trust in Leadership: Employees may perceive that their manager is unwilling to stand by their decisions, which can undermine the manager’s authority and erode trust in their leadership. When employees feel that decisions are being made by someone who isn’t willing to own them, it creates a lack of confidence in the leadership team.
Weakened Decision-Making: If managers consistently rely on HR to act as the face of decision-making, they may stop thinking critically about the consequences of their actions. It becomes easier to push decisions onto HR or other departments instead of taking responsibility for the outcomes.
Tension Between HR and Managers: When managers regularly push decisions to HR, it creates a strained relationship between HR and leadership. HR may feel like they are being unfairly tasked with handling decisions that should be made by management, which can lead to resentment and poor communication.
4. HR Should Be a Resource, Not a Decision-Maker
It’s important to remember that HR exists to support managers and provide guidance, not to make decisions for them. HR can offer advice on best practices, compliance, or even help managers handle sensitive employee situations, but HR should never be the primary decision-maker when it comes to day-to-day managerial responsibilities.
The Dilemma:
When managers routinely ask employees to “ask HR” instead of standing by their decisions, they are effectively outsourcing their leadership responsibilities. HR’s job is to help provide context and ensure decisions align with company policies, not to be the decision-maker in every situation.
Why This Hurts the Organization:
HR Overload: If managers rely on HR for every decision, it overburdens HR with responsibilities that fall outside their core function. HR professionals should be focused on supporting the business, developing strategies, and fostering a positive culture—not playing the role of decision-makers in areas where managers should be taking charge.
Confusion Among Employees: When employees are told to ask HR for answers to decisions that are clearly in the realm of management, they are likely to feel confused or frustrated. They may perceive HR as a barrier to getting direct answers or feel that their concerns are being bounced around rather than addressed.
Undermines the Role of the Manager: If managers do not stand by their decisions, it undermines their role and authority. Employees expect managers to lead, make decisions, and take responsibility for the team’s direction. When managers avoid this, it creates a lack of clarity and direction, which can have a negative impact on team performance and morale.
5. The Solution: Managers Must Step Up and Lead
To create a strong, accountable team, managers must take ownership of their decisions. When difficult situations arise, it’s crucial for managers to step up, communicate clearly with employees, and take responsibility for their actions.
How Managers Can Improve:
Be Confident in Your Decisions: Even if the decision is difficult or unpopular, stand by it and be prepared to explain the reasoning behind it. Your team needs to see you as a confident leader who can make tough choices and take ownership of them.
Develop Strong Communication Skills: Instead of deflecting difficult conversations to HR, take the time to engage with your team and explain the "why" behind your decisions. Open, honest communication builds trust and strengthens relationships.
Seek Guidance, But Make the Final Call: It’s okay to seek advice from HR when necessary. But ultimately, the decision rests with you as a manager. Use HR as a resource, not a crutch, and take responsibility for the outcomes.
Conclusion:
Telling employees to “ask HR” when a manager knows the answer is a shortcut to leadership failure. It weakens the role of the manager, undermines the credibility of HR, and fosters confusion and frustration among employees. To build a strong, effective team, managers need to take ownership of their decisions, communicate transparently, and stand by the choices they make. Leadership is about more than just giving orders — it’s about being accountable and guiding your team with confidence, clarity, and integrity.
By stepping up and owning your decisions, you demonstrate the strength of your leadership and build a culture of accountability and trust that benefits both the team and the organization as a whole.
