Roles of HRD Manager. Organizational Structure of HRD Departments. Sample HRD Jobs/Roles. HRD process (Phases). Case Study.

1. Human Resource
Development

2. Topics for discussion
❖ Roles of HRD Manager.
❖ Organizational Structure of HRD Departments.
❖ Sample HRD Jobs/Roles.
❖ HRD process (Phases).
❖ Case Study.
Prof. Mahmoud Touny - Helwan University

3. What are the Main Roles of HRD Manager?
The HRD executive/manager has primary responsibility for all HRD activities:
➢ Integrate the HRD programs with the goals and strategies of the
organization
➢ A leadership role in executive development programs and procedures.
➢ An adviser to the chief executive officer and other executives on HRD
issues that directly affect the formulation of the organization's strategies
and performance objectives.
Prof. Mahmoud Touny - Helwan University

4. What are the Main Roles of HRD Manager?
➢ EVALUATOR:
• The HRD manager is the principal evaluator of the impact of the HRD
program on overall organizational efficiency.
• HRD 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.
Prof. Mahmoud Touny - Helwan University

5. Roles of an HRD Manager
➢ Management of the organizational learning system. 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.
➢ Operational manager: It consists of the five basic elements of
management as planning, organizing, staffing, controlling, and marketing
of the HRD department.
Prof. Mahmoud Touny - Helwan University

6. Roles of an HRD Manager
➢ Promote the value of HRD for ensuring that organizational members have
the competencies to meet current and future job demands.
If senior managers do not understand the value of HRD, it will be difficult for
the HRD executive to get their commitment to HRD efforts and to justify the
expenditure of funds during tough times.
During times of financial difficulties, HRD programs have been the major
target of cost-cutting efforts. Unless the HRD executive establishes a clear
relationship between HRD expenditures and organizational effectiveness
(including profits), HRD programs will not receive the support they need.
Prof. Mahmoud Touny - Helwan University

7. Roles of an HRD Manager
➢ Internal consultant: In this case, the HRD manager should increase his or
her awareness of what is present and what is missing in employee skills
and competencies.
➢ Facilitator: HRD manager designs the process in an effective manner to
facilitate organizational learning.
➢ Mentoring: HRD managers should continuously monitor the organization’s
environment, goals, and effectiveness by taking advantage of information
already collected by the organization.
Prof. Mahmoud Touny - Helwan University

8. Organizational Structure of HRD Departments in
a Large Company
❖ HRD Structures can take many forms. It Depends on the company size.
❖ No single structure is used.
❖ HRD structure is concerned with the design of HRD jobs and
relationships.
❖ HRD is a part of HRM Department. It is concerned with human
resource development. This structure is found in the model of the
large-sized organizations.
Prof. Mahmoud Touny - Helwan University

9. Organizational Structure of HRD Departments
in a Large Company
Prof. Mahmoud Touny - Helwan University

10. HRD Research and Evaluation Specialist:
Responsibilities:
➢ Creating goals and plans for research initiatives and proposals.
➢ Formulating and conducting scientific experiments, collecting and
analyzing data.
➢ improving research strategies and approaches and recommending
changes.
➢ Responding to research queries and troubleshooting issues.
Prof. Mahmoud Touny - Helwan University

11. Program developer:
Responsibilities:
➢ Plan, develop and conduct comprehensive programs for staff
development and training.
➢ Develop assessment techniques and evaluate staff development and
training programs.
➢ Develop or select training materials such as training handbooks,
demonstration models, multimedia, etc.
Prof. Mahmoud Touny - Helwan University

12. Management Development Specialist:
Responsibilities:
➢ identify opportunities to increase an organization's effectiveness by
efficiently utilizing and managing their resources.
➢ Assess training needs through surveys, interviews with employees,
focus groups, or consultation with managers, instructors, or customer
representatives.
➢ Work closely with social media department to establish plans for
marketing events and programs.
Prof. Mahmoud Touny - Helwan University

13. Organizational Development Specialist:
Responsibilities:
➢ Analyzing business structures, procedures, processes, and the
utilization of resources.
➢ Designing and implementing a variety of developmental initiatives,
action plans, programs, and training materials.
➢ Contributing to the restructuring of departments to increase
efficiency and align activities with business objectives.
Prof. Mahmoud Touny - Helwan University

14. Career Development Counselor:
Responsibilities:
➢ work with individuals to guide them in making decisions about their
career.
➢ assist people with the process of choosing a career or educational
program at all stages of their career.
➢ help clients with a career change by helping them choose and transition
to a new profession.
➢ Conduct group workshops on a variety of topics, including writing
resumes and cover letters, successful job interviewing.
Prof. Mahmoud Touny - Helwan University

15. skills training administrator:
Responsibilities:
➢ Create and implement training programs.
➢ Maintain training records (e.g. trainee lists ٫schedules ٫attendance
sheets)
➢ Prepare classrooms and keep them properly set up.
➢ Prepare reports on training activities and results.
➢ Suggest improvements or new programs.
Prof. Mahmoud Touny - Helwan University

16. On-the-job training (OJT) coordinator:
• on-the-job training is a practical approach to acquiring new skills needed
for a job in a real working environment.
• Rather than showing employees presentations or giving them worksheets,
they learn about the job by doing it. This training happens at the
workplace, with guidance from a supervisor.
Responsibilities:
➢ Organize, and administer trainees’ schedules.
➢ Choosing appropriate training methods per case.
➢ Develop new and current OJT procedures.
Prof. Mahmoud Touny - Helwan University

17. Safety trainer:
• A safety trainer is a person who conducts safety training for an organization.
He ensures that employees follow proper safety procedures and protocols.
Responsibilities:
➢ Preparing training material such as lesson plans, handouts, etc.
➢ Conducting training sessions on topics such as fire safety, accident
prevention.
➢ Reviewing reports of accidents or hazards in the workplace and
implementing corrective measures to reduce risk.
Prof. Mahmoud Touny - Helwan University

18. Sales trainer:
Responsibilities:
➢ Design and deliver training programs for sales teams.
➢ Conduct skills gap analyses, preparing learning material and evaluating
results after each training session.
➢ Monitor sales objectives and results.
➢ identify challenges that salespeople face on-the-job and recommend
ways to increase productivity.
Prof. Mahmoud Touny - Helwan University

19. HRD process (Phases)
Prof. Mahmoud Touny - Helwan University

20. Phase (1): HRD needs assessment
❖ HRD needs assessment is very important to know what the
trouble is and who need improve?
❖ HRD needs assessment can be defined as determining the gap
between what are the capabilities of the current employee and
what required to do.
❖ In this step must ask questions to ensure who needs training &
development and what essential needs are.
Prof. Mahmoud Touny - Helwan University

21. How can we do needs assessment?
❖ By assessment methods which include both Quantitative and
Qualitative methods.
❖ Quantitative methods collect data that can be counted or
measured. Questionnaires and surveys are examples of methods
often used to gather quantitative information.
❖ Qualitative methods tend to be descriptive in nature. Perceptions
and feelings of people often have an important place in qualitative
methods and data. Informal interviews and observation are
examples of qualitative methods.
Prof. Mahmoud Touny - Helwan University

22. Phase (2): Design
1 Selecting the specific objectives of the program.
2 Developing an appropriate lesson plan for the program.
3 Developing or acquiring the appropriate materials.
4 Determining who will deliver the program.
5
Selecting the most appropriate method or methods to conduct the
program. On the job, and off the job.
6 Scheduling the program.
Prof. Mahmoud Touny - Helwan University

23. Phase (3): Training / implementation
❖ There are two ways for the training; Off-The-Job Training Method
& On-The-Job Training Method.
❖ Off-The-Job Training Methods: Training which takes place in
environment other than actual workplace is called off-the job
training.
❖ Lectures, computer-based training, games and simulations are the
common forms of off-the-job training methods.
Prof. Mahmoud Touny - Helwan University

24. Phase (3): training / implementation
❖ On-The-Job Training Method: The purpose of the on-the-job
training session is to provide employees with task-specific
knowledge and skills in the work area.
❖ The knowledge and skills presented during on-the-job are directly
related to job requirements.
❖ Job instruction technique, job rotation and coaching are the
common forms of on-the job training methods.
Prof. Mahmoud Touny - Helwan University

25. Phase (4): Evaluation
❖ Must be able to quantify results of training and determine the impact
on the “bottom line”.
❖ Evaluate participant reaction.
❖ Evaluate how much was learned.
❖ Evaluate the transferability of learning to the workplace.
❖ Evaluate if the program contributes to the organization’s effectiveness
Prof. Mahmoud Touny - Helwan University

26. Phase (4): Evaluation
❖ Determining program effectiveness – e.g.,
❑ Keep or change providers?
❑ Offer it again?
❑ What are the true costs?
❑ Can we do it another way?
Prof. Mahmoud Touny - Helwan University

27. HRD process (Phases)
Prof. Mahmoud Touny - Helwan University

28. Case study (To be done next week)
Students should work in groups (3 students in each group) to provide a
case study about:
❖ The structure of the HRD department in your institution and its
tasks.
❖ Determine one training program provided by the HRD
department, its goals, and its phases.
❖ The main challenges of the HRD department in your institution.
Prof. Mahmoud Touny - Helwan University