Role of Human Resource Development Manager
The role of manager of HRD (human resource development) consists of five separate but
overlapping components referred to as sub roles. Each is vital to the development of an
efficient and properly managed HRD department. They include: (1) evaluator of the HRD
program’s impacts and effects on organizational efficiency, (2) management of the
organizational learning system, (3) operational manager responsible for the planning,
organizing, staffing, controlling, and coordinating of the HRD department, (4) strategist
responsible for long-term planning and integrating of HRD into the organization, and (5)
marketing specialist responsible for the advancement of HRD within the organization
through well defined and effective networks.
The HRD manager is the principal evaluator of the impact of the HRD program on overall
organizational efficiency. Within this sub role, the manager is responsible for the design,
development, and implementation of program evaluations as well as cost/benefit programs.
Each of these is used to determine the effects of learning on the employees and the
organization. HRD managers are also responsible for the evaluation of career development
programs and organizational development activities. The evaluation of the effectiveness of
learning specialists, instructional designers, and consultants is another part of this sub-role.
In summary, the HRD manager is accountable for the evaluation of all aspects of the HRD
program, its results, its effectiveness, its impacts, and its practitioners.
MANAGEMENT OF THE ORGANIZATIONAL LEARNING SYSTEM
HRD is about improved performance and productivity through increased knowledge,
competencies, skills, and attitudes. In other words, HRD is about learning, its effects on
employees, and its impact on the organization. The manager of HRD is the person
responsible for the management of learning within the organization and the development of
programs and activities that foster growth.
The manager of HRD should possess knowledge of program planning and design, as well as
knowledge of how to evaluate learners, programs, and instructors. A manager of HRD
should also be able to deliver or facilitate learning programs and activities. In addition, he
or she must know how to assess the pacts that HRD is having on the organization and be
able to effectively communicate such results to organizational decision makers.
This role is often viewed as the primary role of a manager of HRD. It consists; the five basic
elements of management—planning, organizing, staffing, cc trolling, and marketing. Each of
these elements will be addressed in detail la in this chapter. Some of the areas that will be
1. Importance of strategic planning to the HRD department
2. Staff recruitment, selection, hiring, evaluation, and development
3. HRD budget development and control
4. HRD policies, procedures, and standards
5. Financial management
6. Management of equipment and facilities
7. Material development and management
8. Supervision of staff and operation
9. Program schedule
10. Environmental maintenance