The Case for a Development Manager in Today’s Workforce

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The Allwork.Space article “Skills Are Your New KPI” delivers a powerful truth: if organizations want to close the skills gap and keep up with innovation, they must stop measuring people solely by output and start measuring them by their growth. That means reevaluating performance management—and reimagining the roles that support it.

One of the article’s most insightful suggestions is the creation of a Development Manager—a role entirely focused on helping employees grow and develop. This isn’t just a "nice-to-have" addition to HR; it’s a strategic necessity.

In today’s climate, workers—especially Gen Z and younger Millennials—aren’t satisfied with jobs that offer a paycheck alone. They’re seeking purpose, progress, and personalized growth. They want to know that the company they work for is invested in their future. If they don’t feel that, they’ll leave. And when they do, companies lose not just talent, but time, knowledge, and momentum.

A Development Manager fills this gap by taking ownership of skill-building within the organization. They work alongside team leads and HR to:

• Map out individual skill development plans

• Create clear pathways for internal mobility

• Track progress toward future roles, not just current performance

• Foster continuous learning that’s personalized, not one-size-fits-all

  
  

Unlike traditional managers, who are often stretched thin between delivering results and providing team support, a Development Manager focuses solely on nurturing growth. That distinction matters. According to Betterworks, 75% of employees believe their manager plays a key role in their development, but only 56% feel supported. That gap has real consequences.

So, where should this role sit?

It could live within HR, L&D, or even as part of a strategic workforce planning team. But what’s more important than placement is power. A Development Manager needs the authority to drive long-term talent strategy, not just host another training. They should be embedded in the employee experience, connected to performance reviews, promotion cycles, and internal recruiting.

And for those who argue this adds too much complexity? Consider this: we already dedicate entire departments to finance, marketing, and operations because we recognize their strategic value. If people are truly an organization’s greatest asset, why wouldn’t we give talent development that same level of attention?

The workforce is changing. Skills are evolving. Loyalty is no longer tied to tenure—it’s tied to growth. If organizations want to stay ahead, they need to do more than talk about development. They need someone responsible for making it happen.

That someone is the Development Manager.

This blog was inspired by an insightful article originally published on Allwork.Space titled "Skills Are Your New KPI: How Leaders Can Shift From Managing Tasks To Growing Talent" by Nirit Cohen. The piece explores how shifting focus from task management to skill development can help organizations stay competitive in a rapidly changing workforce.