HRD MANAGER: ROLES AND

COMPETENCIES

Jayendra Rimal

Roles and Competencies

Role
A set of task related behaviours required of a
person by his or her position in the organization.
Competency
A competency is an area of knowledge, ability, skill
and other characteristics which an individual
must
possess in order to produce the outputs for
his/her roles.

Senior Executives Roles in HRD

Instill a corporate HRD philosophy
Develop a leadership style congruent with this
philosophy
Develop HRD strategies and plans
Create organizational status for HRD function
Staff HRD department with competent people
Ensure availability of adequate resources
Develop a positive climate for HRD
Develop professional competencies in HRD managers
Do not expect immediate and visible results

Line Managers Roles in HRD

Identify developmental needs of staff
Demand professional development services
Develop staff on the job
Create a positive HRD process and climate
Motivate for development
Utilise staff capabilities
Liaise and coordinate with HRD specialists

HRD Managers General Roles

Develop HRD policies and programmes
Plan HRD functions
Implement HRD mechanisms and processes
Monitor and evaluate HRD practices
Provide specialist/professional services
Advocate HRD philosophy and approaches
Establish linkage and coordination with managers and outside
consultants

HRD Managers Specific Roles

Manager
Facilitator of learning
Consultant
Researcher

Manager
Manager of organizational learning systems
Developer of HRD policies
Operational management of HRD department
(planning, organizing, leading, coordinating/controlling)
Strategy development, long term planning and integration of HRD
Marketing, promotion and development of HRD within the organization
Evaluation of the impact of HRD on organizational effectiveness

Facilitator of learning
Learning specialist: group facilitation, instruction, use
of media and learning transfer
Analysis of training and development needs
Programme planning and design
Developer of instructional strategies/materials
Instructor
Evaluation of learning achievement
Dissemination of knowledge
Counselor

Consultant
Diagnosis of OD/organizational change needs
Management of OD/change process
Strategies development for organizational change
Planning and designing of change programmes/interventions
Marketing of OD programmes
Evaluation of OD programmes
Facilitation of change process
Advocate

Researcher
Knowledge seeker
Conceptualizer
Evaluator

HRD Managers Roles, contd

ASTD Model:

Nadler Model:

Evaluator
Group facilitator
Individual development counselor
Instructional writer
Instructor
Manager of training and development
Marketer
Media specialist
Needs analyst
Programme administrator
Strategist
Task analyst
Theoretician
Transfer agent

Supervisor of programmes
Facilitator of learning
Instructional strategist
Administrator and manager
Designer of programmes
Arranger of facilities

Core Competencies of HRD Manager

Operational management competency
Strategic management competency
Programme planning and development competency
Programme evaluation competency
Capacity development need assessment competency
Learning programme design and evaluation competency
Marketing competency

Core Competencies of HRD Manager, contd

Learning/group facilitation competency
Change agent/OD practitioner competency
Consulting competency
People management/relationship competency
HRD professional and functional competency

New Competencies for the HR Professional (David Ulrich)

Credible Activist
Delivering results with integrity
Sharing information
Building relationship of trust
Doing HR with attitude
Culture & Change Steward
Facilitating change
Valuing culture
Crafting culture
Personalizing culture
Strategy Architect
Sustaining strategic agility
Engaging customers

Talent Manager/Org Designer

Ensuring todays & tomorrows
talent
Developing talent
Shaping organization
Fostering communication
Designing reward systems
Operational Executor
Implementing workplace policies
Advancing HR technologies
Business Ally
Interpreting social context
Serving the value chain
Articulating the value proposition
Leveraging business technologies

Why HRD Fail in Organizations

Failure to demonstrate need for the change
Failure to establish viable competency development
programmes for competitiveness
Not viewed as strategic planning process
Failure to measure and communicate impact on
organizational effectiveness and efficiency
Learning not viewed as an essential competitive
advantage in the marketplace
Poor image of HRD

How to Respond?
As a Manager
Utilize both the opportunity and position power to bring about
needed changes regarding HRD importance and roles with
accessibility to executive decision making

As a Facilitator of learning
Deliver and facilitate programmes and activities; planning, designing
and developing training/development activities that improve skills
and competencies

As a Consultant
Gain and mobilize power to influence the importance of HRD; analyse
performance and recommend solutions; exhibit expertise in subject
matter; identify challenges and help in strategic planning

As a Researcher
Ensure that learning programmes provide a positive payoff; ability
to correctly diagnose organizational ills; utilization of research skills

Effective HRD Managers

Ability to plan HRD activities targeted at the needs of main HR
categories
Ability to establish goal priorities for HRD over one-to-five year time
span
Ability to identify the most appropriate organizational positioning for
HRD
Ability to communicate and influence within and outside the
organization
Ability to develop effective HRD management information systems
Ability to develop HRD capacity within the HRD department
Ability to provide model of management practices and competencies
focused by HRD
Ability to demonstrate professional and technical capability of HRD
Ability to build confidence in HRD staff

HRD Program Design Strategy

Establish a written HRD philosophy
Establish a HRD policy
Obtain support from the top management
Integrate HRD into the long term organizational plans
Conduct extensive needs assessment
Encourage collaboration
Establish criteria for participation in HRD activities

Thank you !