This document contains four symposium papers on managers, learning, and human resource development (HRD). "Expatriate Managers and HRD: The Missing Link" (Teresa M. Palmer, Iris I. Varner) reviews the literature on selection, training, retention, and organizational strategy related to expatriate assignments and presents a model that ties international HRD to organizations' strategic goals and mission. "Managerial Practices to Facilitate Learning within Learning Organizations" (Andrea D. Ellinger) reports selected findings of a qualitative critical incident study of the multiple ways managers who perceive themselves to be facilitators of learning actually facilitate employee learning. "Operationalizing the Organizational Model of Managerial Employee Persistence" (Lisa Hanes Netzley, Shari L. Peterson) discusses the processes that were used to validate the Organizational Model of Managerial Employee Persistence, which focuses on the role of the organization in integrating employees into an organization and promoting their persistence. "Critical Thinking, Developmental Learning, and Adaptive Flexibility in Organizational Leaders" (Robert Duchesne) reports on a study that examined how developmental learning and adaptive flexibility related to the level of critical thinking in a sample of 119 organizational leaders. The study established years of education as the only significant predictor of critical thinking in the leaders involved. (MN)