Guide for the line manager

What this achieves

As a manager you see your own team rather than the whole company, and Humavera puts most of your work in two places: your team list and your approvals. This is a signpost to the rest.

Your two starting points

Work your team list is the view of your reports and what is outstanding for each of them. Your dashboard is the same information from the other direction — what needs you today.

Everything below hangs off those two.

Decisions that come to you

Requests route to you as tasks: approve or reject a request is the general case, and acting in bulk exists for the days when there are too many of the same thing.

The specific ones worth knowing by name:

Team leave — the most frequent, and it feeds payroll, so late approval has a cost beyond the person waiting.
Attendance — where your people are paid on hours worked.
Probation decisions and termination requests.
Mobility requests — releasing somebody, or taking somebody on.

Going away? Set up approval delegation before you do, rather than leaving a queue to build.

Things you start

Start a request for someone on your team is the entry point for most of what you raise, and track requests you have raised is where they go afterwards.

Hiring begins with requesting a new role or a backfill — an approved request becomes a draft requisition rather than an open advert.

Reviews, pay, and development

In a review round you review your team, and your submitted reviews lock — see Running a performance cycle for what is fixed when, including what happens if you miss a phase.

In a pay round you propose increases for your team against a budget and a matrix.

Development is the slower work: read your team’s career aspirations, record the conversation, and use Growing someone internally for the whole route from an assessed gap to a move. Where performance is the problem rather than ambition, a performance improvement plan is the formal path.

The regular rhythm

Schedule a 1:1 check-in and run it. A completed check-in cannot be reopened, so record what was agreed at the time rather than intending to add it later.

Give feedback to a colleague between rounds. The cheapest way to make an annual review unsurprising is a year of small entries.

If you run shifts

Build and publish a roster for your team’s schedule, and expect shift swaps and give-aways to come to you for approval.

What you cannot see

Your view is scoped to your own reports. Company-wide figures, other teams’ records, and workspace configuration belong to administrators — that is by design rather than a permission that was missed. Where you need something outside your scope, an administrator is the route.

What happens next

If you are new to managing in Humavera, work your approvals for a week before configuring anything: the queue tells you quickly which parts of the product your team actually uses.