Both the popular press and academic literature have cited conflicts between the line and HR in many organizations. While HR is still perceived to be working in isolated silos or treated as a line manager gopher, line is perceived as concerned only about work and profits. It is important for organizations to break down these traditional barriers and build a culture of trust and mutual respect. It is only when a strategic partnership emerges, will a common ground materialize, with conflicts replaced by commitment. With HR being asked to play a more strategic role in companies now, a ray of hope finally seems to be emerging.

How would you react when the different parts of your body do not work for each other? What if there is pain in the lungs and the hand refuses to put the medicine in the mouth for the stomach to digest and pass it on into the bloodstream? Or the stomach refuses to send nutrients to the legs when they are tired after a long walk? Whew! What a question, you might ask. Can we live our lives, if there is lack of coordination and mutual support between the various organs? Yet, this is surprisingly what happens in many organizations. Ask any CEO whether the different organs of his company are aligned and whether they work for and value each other. On the face, the CEO's answer is most likely to be yes. However, in his heart of hearts, he knows that the reality on the ground may be different—many departments or sections of the company do not see eye to eye with each other.

Yes, this is true even for the most successful organizations. And the situation becomes grim when you consider HR-line relations. While it is too evident that many people issues need to be jointly addressed by line managers and HR, many times such collaborations are superficial. Why? Partly, because both line managers and HR do not appreciate each other's roles. And partly because, even if they do, they couldn't care less, for they may feel that their individual goals are more important than the overall good of the company.

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