The extent to which HRD meets and fulfills internal customer expectations through the discharge of various roles and responsibilities would be useful for recognizing and assessing HRD contributions. The many ways in which HRD manages and fulfills internal customer expectations affects perceptions of its value and effectiveness in the organization. Internal customer perceptions of HRD role and responsibilities are thus, crucial for assessing the value and effectiveness of HRD. This study focuses on internal customer perspectives to examine the strategic value and transaction effectiveness of HRD using the case example of a single organization. Given the limited focus (theoretical and empirical) on internal customer perspectives in the HRD literature, the study utilizes an exploratory qualitative research design to examine the role and extent of HRD involvement in meeting the expectations of key internal customer groups – top management, department leaders and line managers. This forms the central focus of the article.