Following from system theory, we argue that HRD interventions should be designed using a four-step process or sequence: needs assessment, design, implementation, and evaluation. For ease of memory, this can be referred to as the “A DImE” framework (assess, design, implement, and evaluate). In this book, we will use this four-phase process approach to describe HRD efforts: needs assessment, design, implementation, and evaluation (see Figure 1-5).” Needs Assessment Phase HRD interventions are used to address some need or gap within an organization. ‘A need can be either a current deficiency, such as poor employee performance, or a new challenge that demands a change in the way the organization operates (eg., new legislation or increased competition). For example, in 2009, the Equal Employment Opportunity Commission (EEOC) sued Jack Marshall Foods, Inc., an Alabama-based company that operates a Kentucky Fried Chicken restaurant Monroeville, AL. The EEOC alleged sexual harassment against female employees at this restaurant. The suit ended with the company signing a consent decree inUNGaLIONS OF HUMAN Ms a er a ae mn the future.” Identifying needs involves examining and discrimination “environment, job tasks, and employee performance, This 2m information can be used to: «Establish priorities for expending HRD efforts «Define specific training and HRD objectives «Establish evaluation criteria Design Phase aoe einas ofthe tnining and HIRD proces involves designing the HRD sm of intervention. If the intervention involves some type of training or phase ‘«. Selecting the specific objectives of the program Developing an appropriate lesson plan forthe program Developing or acquiring the appropriate materials for the trainees to use Determining who will deliver the program Selecting the most appropriate method or methods to conduct the program Scheduling the program Once the assesment phase has been completed, itis important to translate the issues identified in that phase into clear objectives for HRD programs. This should also ficilitate the development of clear lesson plans concerning what should be done in the HRD program. Selecting the proper person to deliver the HID program is alo an important decision, and it can be difficult, depending on the resources availabe. If the organization employs a group of full-time HRD professionals, the choice will depend largely on the expertise and work schedules of those professionals. However, if the organization does not have an HRD staff, it will have to rely on other people, including managers, supervisors, coworkers, oF outside consultants. Using such individuals raises a host of issues, fom cost t0 *heit willingness ability, and availablity to train The design phase also involves selecting and developing the content of the Program. This means choosing the most appropriate setting for the program (€&> ‘on the job, in a classroom, online, or some combination), the techniques used © ‘aciitate learning (such as lecture, discussion, role pla, simulation) and the materials to be used in delivering the program (such as workbooks, job aids, web-based of ebeenhanced materials films, videos, Microsoft® PowerPoint® presentations, et) ase ti tes decion isthe imue of whether to develop the program vurchase it (or parts of it) from an outside vendor. ccheduling the program may not be as easy as it appears. Issues to be resolved include lead time to notify potential participants, program length and location. bocg ib8 Participants’ regular job duties, and potential conflicts (such as vacation busy petiods and facility vaiabiliy). : °¢ the ideal solution for is assessment may also reveal that training is not ment facing an organization. It may be that some manage practice needs to be changed, or that changes need to be made in another human Peource practice (such as staffing oF compensation). It may also be the case that referent type of HIRD intervention i called for besides erin for example, a a ange in the organization of work, ora change i” the focus on total quality or process reengineering. Such HRD interventions would not require a lesson plan Procsver, other design issues occur with career manseeren! and organizational Tcclopment interventions (and these will be ddiscussed in later chapters of the text). ‘The need the issues or problems Implementation Phase ‘The goal of the assessment and design phases is to implement effective HAD programs or interventions. This means that the program or intervention must PeGetivered or implemented using the most appropriate means or methods (@s determined in the design phase). vejering any HRD program generally presents numerous challenges, such a execute the program as planned, creating an environment that problems that may arise 'e enhances learning, and resolving: (gnissing equipment, conflicts between participants, etc). Evaluation Phase Progfam evaluation is the final phase the training and HRD process. This is where the effectiveness of jon is measured. This is an important tur often underemphasized activity ‘Careful evaluation provides information om participants’ reaction ¢ the Progra how much they learned, whether they aareter they learned back on the job ed whether the program improved the organization’s HIRD professionals are increasingly being asked to provide evidence of the success AD pein effores using a variety of “hard” and “soft” Prewsares, that is, both bottom line impact ‘well as employee reaction.” This ton allows managers to make better decisions about various aspect HRD effort, such as: Continuing to use a particular technique or vendor im future programs Offering a particular program in the furure Budgeting and resource allocation Using some other HR. or managerial approach (ike employee selection oF changing work rules) to solve the problem Ieis important that HRD professionals provide evidence that HRD programs improve individual and organizational effectiveness. Armed with this information, HIRD managers can better compete with managers from other areas of the organization when discussing the effectiveness of their actions and vying for organizational resources. ts of the