Human Resource Development - (Assignment)

STUDENT DETAILS
HUMAN RESOURCE DEVELOPMENT

HRD 1
Human Resource Development
Human Resource Development (HRD) is an important aspect of the human resource
management of an organisation. As the employees within the organisation are required to
provide proper training and development programs so that they can develop skills and
knowledge as per the changes within the industry and can lead the organisation towards the
achievement of the goals and objectives. The development of the human resource can be
done based on the evaluation of the internal as well as external business environments and
identifying the needs within the business environment, and based on the industry changes or
requirements the management can focus upon developing strategies and methods through
which the effectiveness and the efficiency of the workforce can be developed (Carbery &
Cross, 2015).
The evaluation of HRD is also an important aspect as compared to the delivery of the HRD
program, as the effectiveness of the program delivered for the development of the employees
is required to be analysed so that the organisation can focus on the further optimisation of the
program and can contribute towards the efficiency of the organisation (McGuire, 2014).
Therefore, it is required that the organisation focus on developing methods as well as tools
and techniques through which it would be able to analyse the performance of the employees
before and after the training program and analyse whether the development program was
effective or not.
The essay is focused on critically analysing the impact of the evaluation and its importance
within human resource management. As HRD is a broad field which includes every aspect
related to the employee development within the organisation, therefore, it is required to
effectively analyse the viewpoints of different authors on the importance of the evaluation of
HRD, so that the clear understanding can be developed related to the development of the
strategies.
David Simmons explains that Human resource development is required to be evaluated
effectively along with the delivery within the organisation, as the strategies within the
organisation developed can be problematic. The strategies can not be evaluated within the
organisation, but the results after implementing the strategies can be evaluated and the
effectiveness can be identified. Therefore, as per the author, the effectiveness of the strategy
is required to be analysed after the implementation of the strategy within the organisation, not

HRD 2
only based on the effectiveness of the strategy in other organisations or other situations
(Mankin, 2009).
Yorks suggest that Kirkpatrick’s model can be used to evaluate the training effectiveness
within the employees within the organisation. The model is based on four factors including
the reaction of the employees during the training program, learning perspective of the
program, which indicates the learning outcome of the program, changes within the behaviour
of the human resource before and after the development activity and the final result of the
program. The model helps in analysing the different stages of the development program and
depending upon the results within each stage the effectiveness of the strategies can be
identified within the organisation. The Kirkpatrick model is effectively used to analyse the
effectiveness of the program and identify the areas where development is required (Mankin,
2009).
The importance of the evaluation of the HRD was supported by Sue Mulhall, in the research
conducted by him, through which it indicates that the HRD programs are required to be
effectively evaluated to improve the organisational efficiency. The author explains that there
are certain models as well as theories which guide the organisation in the process of the HRD
evaluation, such as Kirkpatrick’s model, Hamblin’s Five-level Evaluation Framework and
Brinkerhoff’s six-stage model. Also, the organisation can focus upon different perspective
such as hierarchical and contextual models to evaluate the HRD, also the author supports the
view that the organisation should focus on developing a culture within the organisation for
the evaluation of the HRD programs through effectively involving the stakeholders within the
program (Mulhall, 2015).
In the same vein Holton & Naquin explains that the evaluation of the HRD can be done
through developing effective step by step model including recognising the need of the
business, defining the objectives based on the business needs, developing training and
learning programs for the employees, implementing the program analysing the program
during the process and after the implementation, the approaches developed within the
organisation is effective but in every situation or the organisation, Holton and Naquin
effectively analyses the approaches of the evaluation models and has identified that the
approaches are not credible or effective as defined. To be effective it is required to meet
requirements of the three-key audience of the organisation including the stakeholders,
academic researchers and the HRD practitioners. As identifying their needs and developing a

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program whose result satisfies the three groups is considered effective (Holton & Naquin,
2005).
A negative viewpoint on the effectiveness of the evaluation models has been given by
Thomas G. Reio, Jr., Tonette S. Rocco, Douglas H. Smith and Elegance Chang, through their
analysis they explain that there are certain limitations within the models due to which the
results cannot be effectively analysed within the organisation. As the Kirkpatrick’s model has
limited research options due to which its utilisation among the organisation cannot be
supported, also the model is simple enough to analyse the diverse aspect of the organisation’s
requirements and has certain limitations regarding conducting formative and process
evaluation within the organisation. The research work by the authors explains that due to
such limitations the organisations face problem in implementing such strategies within the
organisation (Jr, et al., 2017).
However, Bob Hamlin a professor of Human Resource development focus on the negative
aspect and explains that the evaluation should be done based on the evidence or the
effectiveness of the management model available, as there are certain limitations as well as
issues associated with the systematic application of the models within the organisation, as the
models were developed to meet the common interest, therefore it is required to be analysed
before it is implemented within the organisation. Evaluating HRD is important within the
organisation, but in certain scenarios, the strategy adopted within the organisation becomes
problematic for the organisation if it does not meet the requirements of the organisation
(Hamlin, 2016).
Furthermore, a study conducted by RS Uraon opposes the negative aspect and explains that
the HRD approaches have a positive impact on the organisation, if effectively implemented,
as adopting HRD approaches within the organisation helps the management in improving the
performance of the employees hence contributing towards the improvement in the
performance of the organisation, also an effective evaluation of the HRD is required along
with the delivery within the organisation. As the development activities are required to be
designed to improve the overall performance of the organisation; therefore the organisation
should focus on the evaluation of the HRD programs within the organisation (Uraon, 2018).
The positive impact of the HRD approach has been supported by RKG Potnuru, CK Sahoo
through a study conducted which shows that the employee training and the employee
competencies have a direct relation, which means that with the training and development