Line Manager Involvement in Human Resource

Development
Summary:
The study shows that greater management involvement in HRD reflects a significant transformation of
management development in organizations. However, before displacing traditional HRD development
systems and roles substantial investments in capacity development of the line managers and HRD
specialists as well of other stakeholders are needed to make sure that line managers and HRD specialists
are capable of carrying out their new roles.
The following roles of line managers in HRD:
(1) Line managers should discuss periodically the performance and the development and learning needs
of their subordinates.
(2) Line managers should partner with HRD training specialists on strategic HRD/HRM issues
(3) Line managers should show interest and support learning of their subordinates on a daily bases.
(4) Line managers should train and coach their subordinates.
(5) Line managers should actively participate in HRD strategy development process.

Development of strategies:
Firstly, it is necessary to clarify what exactly is expected of line managers with regard to HRD, and what
remains/becomes the role of HRD professionals. Some seem to expect the HRD function to disappear, as
learning issues are more and more integrated with general management, while others appear to see a
different role for HRD professionals as organizational change consultants.
Secondly, since line managers usually are not specialists in HRD, they should be periodically screened
with respect to their performance and their learning needs, both in the area of their specialty and in the
area of HR development. Thus, it is important to increase their skills and knowledge in HRD and
therefore it is necessary to consider incorporating HRD skills training in all training packages for
managers. Capacities of HRD specialists to provide advice and consultancy services to the line should be
also developed.
Thirdly, line managers should be given more ownership of HRD strategies by allowing them more
involvement in decision making at the policy formulation level and developing a more strategic
partnership between HRD specialists and senior managers. In this way, they would develop a better
understanding of the broader perspective. Finally, supporting their staff in learning should become part of
a line managers performance objectives.

Technique of measurement of value of the human capital as intangible asset of

corporation
Summary:
In this paper told about the technique of measurement of cost of the human capital based on the western
approach of an assessment of profitability of the personnel and investments into its training. She will
allow to develop effectively possibilities of employees, in due time to reveal problem areas in human
resource management, to involve all capacity of the organization and to provide growth of value of
corporation.
Proceeding from the aforesaid, it becomes obvious that for successful management
of the human capital as intangible asset of the organization, obtaining benefits and
advantages in the conditions of highly competitive economic environment it is
necessary:

Firstly: To realize that the human capital is the main productive force which defines success,
productivity and business value and also to provide measurability of potential and work on the
basis of positioning in financial structure of business, an assessment of level of their use and
results.

Secondly: to achieve system a city and complexity of application of technologies in the organization and
management of the human capital.

Thirdly: to provide favorable working conditions and comfortable relationship for receiving a synergy of
opportunities of the human capital. Approach of information era led to the human capital which becomes
the main competitive advantage and, undoubtedly, has impact on the size of value of corporations.
Recommendations for management of the human capital as tangible asset can be used in various spheres
of business as the person plays a significant role in economic activity of subjects.

Insights on Emerging Trends and the Future of Human Resource

Development
Summary:
The surveys point to the continuing prominence of globalization, technology, and shifting workforce
demographics as key trends that will affect organizations. Most respondents who reflected on these trends
felt that organizations (and HRD) had yet to really comprehend the far-reaching impact of these forces.
Learning was held up as the most powerful differentiator and competitive advantage that HRD has. The
coming years will demand that learning occur faster, in more diverse places, across more cultural and
national boundaries, and with more efficiency. What is less clear is how this frenzy will be supported.
The real challenge for HRD is to find new ways to implement learning technologies that are efficient and
effective and that deliver immediate, strategic, and influential results. The literature and some survey
respondents also called for more critical attention from HRD on issues related to knowledge management.
This has not yet been heartily embraced in HRD, however, the future beckons that we play a dominant
role in those initiatives. There was less emphasis about the role of HRD in organizational development
and change efforts.
The respondents of the second (future search) survey tended to identify more with a training/educational
role, so this might have skewed the data. However, even in HRD proceedings and journals we continue to
see training issues dominate. One respondent suggested that HRD must accept the obsolescence of the
traditional HRD tripartite (training, organization development, and career development).
The challenges facing the profession were overwhelmingly clear in participant responses. These data
present a paradox that must be faced the profession is struggling to earn organizational respect and obtain
influence and resources and yet, at the same time, is also struggling to define, delimit, and rigorously
evaluate itself.
As seen in these data, there is still some debate about whether HRD should limit itself to an
organizational context and whether it should truly embrace a performance improvement mission that
addresses organizational systems and goals. This inability to articulate our strategic competitive
advantage may necessarily restrict HRDs potential and make the profession vulnerable in the future.