Critical Analysis of HRD Evaluation and its Importance in HRM

This essay critically analyzes the impact and importance of Human Resource Development (HRD) evaluation within human resource management. It explores various viewpoints on the subject, referencing authors like David Simmons, Yorks, and Sue Mulhall, who emphasize the necessity of evaluating HRD programs to improve organizational efficiency. The essay discusses models such as Kirkpatrick's model and Hamblin's Five-level Evaluation Framework, highlighting their roles in assessing training effectiveness. It also addresses contrasting perspectives, including those of Thomas G. Reio, Jr., and Bob Hamlin, who point out limitations in these models. Furthermore, the essay provides real-world examples, such as Amazon and Ford, illustrating how these organizations implement HRD evaluation to enhance employee performance and maintain a competitive edge. The conclusion underscores the importance of HRD evaluation in aligning employee skills with industry demands and achieving organizational goals.

Human resource deve
studen
JANUARY 1, 2

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

HRD 3
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

HRD 4
program the employees within the organisation can develop and learn new skills and
competencies which helps them in achieving effectiveness within the organisation. As the
human resource within the organisation is required to change and adapt the skills as per the
industry requirements, therefore the HRD approaches effectively meet the organisational
requirements by guiding the employees to develop skills and competencies (Potnuru &
Sahoo, 2016).
Amazon is an e-commerce giant having a diverse workforce from all over the world,
effectively focus on the evaluation of its human resource working within the organisation and
accordingly implement changes within the organisation. The organisation has effectively
developed programs to evaluate and identify the underperforming employees within the
organisation and accordingly provide them with development opportunities within the
organisation. Amazon has developed a training program known as Pivot for the development
of the underperforming employees within the organisation. Amazon focuses on developing a
culture which promotes communication and trust-building within the organisation to analyse
and evaluate the performance of the employees within the organisation (Howland, 2017).
The effectiveness of the Amazon HRD approaches can be justified with the growing market
share of the organisation, as the organisation effectively focuses on the changing industry
requirements and based on the requirements Amazon analyses the skill requirements within
the industry and provide them with developmental opportunities. As Amazon management
focuses on the fact that analysing the human resource skills and competencies within the
organisation and providing them with the opportunities will help them to expand within the
market and will be able to maintain a competitive edge within the organisation (Gurchiek,
2019).
Amazon has developed programs to evaluate the human resource within the organisation, the
programs include Q&A feedback program, through which the management focuses on
analysing the challenges that the employees are facing while working within the organisation
and what specific skill set is required by the employees to perform a specific task within the
organisation (Courtney, 2018). Amazon effectively focuses on the evaluation of the human
resource development plans within the organisation and follows a set procedure including the
market analysis, developing training and learning programs as per the market requirements,
implementing the programs within the organisation, and after that adopting various strategies
and policies to evaluate the result of the programs focused on the organisational performance

HRD 5
within the industry (Kim, 2018). Through such programs and strategic policies of Amazon, it
is able to effectively compete within the industry and is able to develop an effective and
efficient workforce within the industry. Amazon has ranked as #1 organisation to work within
the United states on LinkedIn’s 2018 Top Companies List (Wolfberg, 2018).
Ford is among the world’s largest automobile manufacturers. The organisation effectively
operatives within the industry and ensures the organisational effectiveness within the
organisation as well as within the industry. The organisation effectively focuses on its human
resources within the organisation and ensures that the employee’s competencies and
effectiveness are maintained while working within the organisation and they are being
provided with developmental opportunities within the organisation. To effectively evaluate
the human resource development within the organisation, Ford focuses on analysing the
satisfaction level of the employees within the organisation, the leadership competencies
within the organisation and the level of the employee engagement within the organisation
(Yang, 2014).
Ford motors effectively focus on the evaluation of the HRD within the organisation as the
organisation believes that the employees are an important asset of the organisation, therefore
their performance is required to be analysed and are required to be provided with
development opportunities within the organisation. Therefore, management at Ford focuses
on communicating with the employees within the organisation to identify the challenges
faced by the employees within the organisation and evaluate the effectiveness of the training
and learning programs that were provided to them, so that the management can identify the
issues within the training program and can ensure that in future the training program
contributes towards improving efficiency among the employees within the organisation
(Hickman, 2013).
Ford has effectively recognised the challenges faced by the human resource within the
organisation and has developed an effective program for their employees and through such
program, Ford has an effective human resource within the organisation that help the
organisation in competing within the industry to effectively manage changes and the
customer requirements within the industry.
Ford and Amazon are recognised as global organisations having effective and innovative HR
policies through which they can effectively manage their workforce within the organisation
and can achieve the effectiveness in terms of the organisational efficiency as well as in terms

HRD 6
of the market development (HRM, 2015). The evaluation of the HRD can be done based on
the business performance within the industry which includes analysing the ROI, profitability
of the organisation, effectiveness of the human resource as compared to the other
organisations within the industry. Amazon and Ford are among the leaders within the
industry and their HRD activities has resulted in the achievement of the position within the
industry. As implementing an effective HRD within the organisation results in improved
performance of the organisation within the industry which has also contributed towards
improved profitability of both the organisation (Otoo & Mishra, 2018).
Kamila Ludwikowska explains that the organisations are required to focus on Systematic
Training Cycle to improve the effectiveness of the human resource within the organisation
and to ensure that the employee’s capabilities within the organisation are maintained. The
training cycle starts with analysing the needs and requirements of the training within the
organisation. Such analysis can be done by effectively analysing the industry requirements
and the performance analysis of the organisation; after that identifying the gap within the
employee performance and the requirements within the industry. Focusing on the skill gap
within the organisation the management is required to develop strategies through which the
development programs can be implemented within the organisation and the capabilities of the
employees can be improved (Ludwikowska, 2018).
After that, the management is required to effectively implement the development plan within
the organisation focusing on the development of the employee’s skills and capabilities within
the organisation. The evaluation of the development plan implemented within the
organisation is also required so that the effectiveness of the development plan can be
analysed within the organisation and the final results of the training program can be justified
through the evaluation. As with an effective training program the employee’s efficiency
improves along with increasing the performance of the organisation in terms of ROI and
profitability of the organisation (ATIWB, 2020).
A research conducted by Paul W. Thurston Jr., Caroline P. D’Abate, Erik R. Eddy, explains
that the HRD approach is an important aspect within the human resource management and
the organisations are required to focus on the effective implementation of the program within
the organisation, as the HRD approach can have both negative as well as positive impact on
the organisation, therefore the management should ensure that the strategies developed are
effectively implemented within the organisation. The research represents that mentoring

HRD 7
plays an important role in influencing the HRD within the organisation, as the leaders within
the organisation are capable to influence the employees working within the organisation, so
the leaders are required to influence the employees to work following the organisational goals
and strategies (Thurston Jr, et al., 2012).
Another viewpoint on the impact of the HRD approaches on the Organisational performance
is given by Mohamed, A., Rasli, A. and Abu Mansor through a study conducted which
reflects that the effectiveness of the training program within the organisation, the results
concludes that implementing an effective training program within the organisation results in
contributing towards the increased ROI of the organisation, therefore it is required that the
organisation focus on the variables within the organisation that influences the effectiveness of
the HRD within the organisation, so that the final results can be improved and the
organisational overall effectiveness can be improved (A, et al., 2012).
The positive impact of the HRD on the organisational performance is supported by DR.
Adhikari through a research conducted through which he explains that the organisational
performance is positively influenced through the implementation of the HRD within the
organisation, as the aim behind implementing performance improvement within the
organisation is to improve the organisational workforce capability and to improve the
organisational strength within the industry, hence such HRD approaches effectively
contributes towards the improved performance within the industry and have a positive impact
on the organisations (Adhikari, 2010).
The effectiveness of the evaluation of the development programs has been supported by H.
Topno through a study conducted which concludes that evaluating the training program helps
in analysing the positive and negative impact of the training program within the organisation,
the author explains that the organisations are required to focus on adapting models to evaluate
the HRD programs and analyse whether the programs were able to meet the needs and
requirements of the organisation, also the organisation should focus on identifying key
indicators through which the effectiveness of the training and development can be analysed
within the organisation (Topno, 2012).
The workforce of the organisation is considered as an important aspect of the organisation,
therefore it is required that the organisation effectively focus on the development of the
workforce skills and capabilities, so that the organisation performance within the industry can
be improved and the organisation can focus on maintaining a competitive edge within the

HRD 8
industry. The author's views on the effectiveness of the evaluation of the HRD programs
reflect that the organisations are required to effectively focus on the evaluation of the HRD
programs after delivering it within the organisation so that the ultimate result of the
development programs can be analysed within the organisation (A, et al., 2012). The authors
focus on the utilisation of the models and tools to evaluate the HRD within the organisation.
The models are effective but still, there are certain limitations, therefore, it is required that the
organisation focus on the key variables that influence the effectiveness of the HRD programs
within the organisation and accordingly develop strategies within the organisation so that the
effectiveness can be achieved with the organisation. Ford and Amazon are the two examples
of the organisations focused on implementing effective evaluation programs within the
organisations through which they can manage their workforce and provide them with
effective results within the industry.
HRD has importance within the human resource management within the organisation, as to
ensure that the human resource is effectively working within the organisation, the human
resource is required to provided with proper training and development opportunities within
the organisation. the organisations implementing effective HRD approaches results in
achieving positive results within the industry and be able to develop an effective and efficient
workforce within the industry focused towards the organisational performance improvement
within the industry. Also, the organisations effort to analyse the impact of the HRD programs
and the employee performance within the organisation helps in developing a plan that help in
effectively adapting changes within the organisation and to lead towards achieving
competitive position within the industry.

HRD 9
References
Adhikari, D. R., 2010. Human resource development (HRD) for performance management:
The case of Nepalese organizations. International Journal of Productivity and Performance
Management, 59(4), pp. 306-324.
A, M., A, R. & Mansor, A., 2012. Business Impact and ROI: A Proposed Approach to
Learning and Development Investment. Procedia Science and Behavioural Science, Volume
40, pp. 596-603.
ATIWB, 2020. SYSTEMATIC APPROACH TO TRAINING. [Online]
Available at: http://atiwb.gov.in/eltpcm.pdf
[Accessed 09 March 2020].
Carbery, R. & Cross, C., 2015. Human Resource Development. London: Red Globe Press.
Courtney, J., 2018. How Does Amazon Do Performance Management?. [Online]
Available at: https://blog.performyard.com/how-does-amazon-do-performance-management
[Accessed 09 March 2020].
Gurchiek, K., 2019. Amazon Commits to Investing Millions in Training. [Online]
Available at: https://www.shrm.org/resourcesandtools/hr-topics/organizational-and-
employee-development/pages/amazon-commits-to-investing-millions-in-training.aspx
[Accessed 09 March 2020].
Hamlin, B., 2016. HRD and Organizational Change: Evidence-Based Practice. International
Journal of HRD Practice, Policy and Research, 1(1), pp. 7-20.
Hickman, A., 2013. Ford Retail Group HRD: Driving a rewarding strategy. [Online]
Available at: https://www.hrmagazine.co.uk/article-details/ford-retail-group-hrd-driving-a-
rewarding-strategy
[Accessed 09 March 2020].
Holton, E. F. & Naquin, S., 2005. A critical analysis of HRD evaluation models from a
decision‐making perspective. Human Resource Development Quarterly, 16(2), pp. 257-280.
Howland, D., 2017. Amazon revamps HR strategies to aid underperforming employees.
[Online]
Available at: https://www.retaildive.com/news/amazon-revamps-hr-strategies-to-aid-

HRD 10
underperforming-employees/434526/
[Accessed 09 March 2020].
HRM, 2015. The World’s 30 Most Innovative Corporate Human Resources Departments.
[Online]
Available at: https://www.humanresourcesmba.net/worlds-30-innovative-corporate-human-
resources-departments/
[Accessed 09 March 2020].
Jr, T. G. R., Rocco, T. S., Smith, D. H. & Chang, E., 2017. A Critique of Kirkpatrick’s
Evaluation Model. New Horizons in Adult Education and Human Resource Development,
29(2), pp. 35-53.
Kim, E., 2018. Amazon employees start their day by answering a simple question about
work. [Online]
Available at: https://www.cnbc.com/2018/03/30/amazon-employee-reaction-to-hr-programs-
connections-forte.html
[Accessed 09 March 2020].
Ludwikowska, K., 2018. The Effectiveness Of Training Needs Analysis And Its Relation To
Employee Efficiency. Scientific Books Of The Poznań Politech Technology, Volume 77, pp.
179-193.
Mankin, D., 2009. Human Resource Development. s.l.:Oxford University Press.
McGuire, D., 2014. Human Resource Development. 2nd ed. London: SAGE Publications Ltd.
Mulhall, S., 2015. Evaluating HRD Programmes. [Online]
Available at: https://arrow.tudublin.ie/cgi/viewcontent.cgi?
article=1017&context=buschmanbk
[Accessed 09 March 2020].
Otoo, F. N. K. & Mishra, M., 2018. Influence of human resource development (HRD)
practices on hotel industry’s performance. European Journal of Training and Development,
42(7), pp. 435-454.
Potnuru, R. K. G. & Sahoo, C. K., 2016. HRD interventions, employee competencies and
organizational effectiveness: an empirical study. European Journal of Training and
Development, 40(5), pp. 345-365.

HRD 11
Thurston Jr, P. W., D’Abate, C. P. & Eddy, E. R., 2012. Mentoring as an HRD approach:
Effects on employee attitudes and contributions independent of core self‐evaluation. Human
Resource Development Quarterly,, 23(2), pp. 139-165.
Topno, H., 2012. Evaluation of Training and Development: An Analysis of Various Models.
IOSR Journal of Business and Management, 5(2), pp. 16-22.
Uraon, R. S., 2018. Examining the Impact of HRD Practices on Organizational Commitment
and Intention to Stay Within Selected Software Companies in India. Advances in Developing
Human resources, 20(1), pp. 11-43.
Wolfberg, E., 2018. Amazon tops LinkedIn ranking. [Online]
Available at: https://blog.aboutamazon.com/working-at-amazon/amazon-tops-linkedin-
ranking
[Accessed 10 March 2020].
Yang, Y., 2014. Employees Management Analysis at Ford Motor Company. International
Journal of Business and Social Science , 5(10), pp. 80-85.