Why Is It Important For An HRD Practitioner To Understand

Why Is It Important For An Hrd Practitioner To Understand

Understanding managerial roles and competencies is crucial for human resource development (HRD) practitioners because it directly influences the effectiveness of management development programs. As organizations face evolving challenges, the traditional models of management are no longer sufficient to meet contemporary demands. HRD practitioners must grasp the diverse responsibilities managers hold across different contexts—industries, cultures, and organizational structures—to tailor training initiatives that develop relevant skills and behaviors. Managerial roles and competencies are assessed through various models such as the characteristics approach, job descriptions, and integrated competency frameworks, which help identify the skills, knowledge, abilities, and personal attributes necessary for effective leadership (Werner, 2022). These assessments facilitate an understanding of gaps in managerial capabilities, enabling targeted development activities aligned with organizational goals.

In addition, the information gathered from these assessments serves as a foundational element for needs analysis. By understanding the specific roles managers perform and the competencies required, HRD professionals can determine the areas where managers need further development. This process ensures that management training is relevant, targeted, and strategic, addressing individual and organizational priorities (Werner, 2022). For example, if assessments reveal weaknesses in emotional intelligence or employee relations, tailored programs can be designed to enhance those skills.

The application of this knowledge in program design involves aligning training initiatives with organizational objectives. As Werner (2022) emphasizes, effective management development programs encompass needs assessment, program design, implementation, and evaluation. These processes are interconnected, and understanding managerial roles and competencies helps HRD professionals develop comprehensive programs that foster continuous learning rather than one-time training sessions. Such programs should incorporate not only task-specific skills but also virtues such as fairness, integrity, care, and justice, which underpin effective leadership (Newstead et al., 2020).)

Furthermore, assessing managerial competencies facilitates the cultivation of leadership qualities that drive organizational success. Leadership virtues, including empathy and ethical judgment, although often overlooked in technical competency models, are essential for managing people and fostering a positive organizational culture. HRD practitioners who understand the complex nature of management roles are better equipped to create holistic development initiatives that foster personal growth and team effectiveness (Werner, 2022). In this way, the knowledge of managerial roles, competencies, and assessment methods reinforces the HRD practitioner’s role in shaping competent, ethical, and adaptable managers capable of leading organizations through change.

Overall, a comprehensive understanding of managerial roles and competencies enables HRD practitioners to design relevant, effective, and sustainable development programs. These programs are vital for maintaining organizational competitiveness, employee engagement, and leadership continuity in a complex and dynamic global environment.

References

• Newstead, T., Dawkins, S., Macklin, R., & Martin, A. (2020). The virtues project: An approach to developing good leaders. Journal of Business Ethics, 167(4), 675–689.
• Werner, J. (2022). Human Resource Development: Talent Development (8th ed.). Boston, MA: Cengage.
• Newstead, T., Dawkins, S., Macklin, R., & Martin, A. (2020). The virtues project: An approach to developing good leaders. Journal of Business Ethics, 167(4), 675-689.
• Biblica. (2011). The Holy Bible: New International Version. Proverbs 11:14.
• Werner, J. (2022). Human resource development: Talent Development (8th ed.). Cengage.
• Yamazaki, Y., Toyama, M., & Andreas, J. P. (2018). Comparing managers’ and non-managers’ learning and competencies. Journal of Workplace Learning, 30(4), 253–270.
• Shet, S. V., Manlio, D. G., & Rammal, H. G. (2022). Managerial challenges to promoting competency-based intellectual capital in emerging market economies. Journal of Intellectual Capital, 23(1), 85–102.
• Ecclesiastes 4:9-12 (KJV).
• Yamazaki, Y., Toyama, M., & Putranto, T. (2018). Leadership and organizational performance under different management styles. International Journal of Human Resource Studies, 8(3), 45-56.
• Newstead, T., Dawkins, S., Macklin, R., & Martin, A. (2020). The virtues project: An approach to developing good leaders. Journal of Business Ethics, 167(4), 675-689.