Magazine article Training & Development Journal

Strategic Steps to Management Support

Magazine article Training & Development Journal

Strategic Steps to Management Support

Article excerpt

Strategic Steps to Management Support

As an HRD manager, you know that gaining the support of top management can help your programs achieve their greatest effect. And you know that getting that support is difficult. But you may not know how to plan a strategy for convincing senior management of your department's importance to the business of the organization.

To help you achieve this recognition and become part of the senior management team, a group of human resource managers in the federal government designed an action plan that will concentrate your efforts in four areas: planning, budgeting, educating non-HRD managers, and enhancing the professionalism of your HRD staff.


The first step in achieving the commitment of top managers is getting their attention. Find and gain access to the managers who shape organizational planning. Because corporate cultures can be intricate, however, influential managers may not always be those at the top of the organizational chart.

Once senior management has expressed its goals, establish objectives for your department that show your readiness to contribute. You goals should dovetail with those of senior management and should suggest ways in which HRD can effect the organization's plan.

Don't leave the planning stage without designing methods for tracking the success of HRD in realizing the strategic goals. By such methods you will prove the value of your department.


While top management may voice support for HRD goals during strategic planning, budget planning is where that support gains its efficacy. To ensure that budget makers keep in mind your department's needs, become a member of the budget committee and make HRD a line item for the organization.

Then, before the budget is drawn up, consider your organization's training and development needs. Use this assessment to provide the committee with a schedule of possible HRD programs and the financial resources they demand. Be sure to base your budget requests on the results of training evaluations, and be specific and accurate about HRD's expected costs.

After the organization budgets for the resources HRD needs, emphasize to non-HRD managers the importance of training, education, and development in their department budgets.

Educating other managers

Non-HRD line and staff managers have important responsibilities in making the HRD department effective. …

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