HRD MANAGER: ROLES AND HRD MANAGER: ROLES AND COMPETENCIESCOMPETENCIES

Jayendra RimalJayendra Rimal

Roles and CompetenciesRoles and Competencies

RoleA set of task related behaviours required of a person by his or her position in the

organization.

CompetencyA 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 HRDSenior 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 HRDLine 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 RolesHRD 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 RolesHRD Managers’ Specific Roles• Manager

• Facilitator of learning

• Consultant

• Researcher

ManagerManager• 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 learningFacilitator 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

ConsultantConsultant• 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

ResearcherResearcher• Knowledge seeker

• Conceptualizer

• Evaluator

HRD Managers’ Roles, contd…HRD Managers’ Roles, contd…ASTD Model:

EvaluatorGroup facilitatorIndividual development counselorInstructional writerInstructorManager of training and

developmentMarketerMedia specialistNeeds analystProgramme administratorStrategistTask analystTheoreticianTransfer agent

Nadler Model:

Supervisor of programmesFacilitator of learningInstructional strategistAdministrator and managerDesigner of programmesArranger of facilities

Core Competencies of HRD ManagerCore 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, Core Competencies of HRD Manager, contd…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)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 today’s & tomorrow’s

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 OrganizationsWhy 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?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 learningDeliver and facilitate programmes and activities; planning, designing and developing training/development activities that improve skills and competencies

• As a ConsultantGain 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 ResearcherEnsure that learning programmes provide a positive “payoff”; ability to correctly diagnose organizational ills; utilization of research skills

Effective HRD ManagersEffective 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 StrategyHRD 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 !