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 examined include:
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
Source: Jerry Gillet and Seteven Eggland