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Unit 2 Chapter 4 Evaluation of HRD Programs: Ms. Neha Kalra

The document discusses evaluation of human resource development (HRD) programs. It outlines several purposes of HRD evaluation, including determining if a program achieved its objectives and identifying strengths and weaknesses. It also describes Kirkpatrick's model of evaluation, which measures reaction, learning, behavior, and results. The document then discusses various methods of collecting evaluation data, such as interviews, questionnaires, observation, tests, and reviewing archival performance data. Finally, it notes some important issues to consider in data collection, such as reliability, validity, and practicality of the evaluation methods.

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Neha Kalra
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1K views13 pages

Unit 2 Chapter 4 Evaluation of HRD Programs: Ms. Neha Kalra

The document discusses evaluation of human resource development (HRD) programs. It outlines several purposes of HRD evaluation, including determining if a program achieved its objectives and identifying strengths and weaknesses. It also describes Kirkpatrick's model of evaluation, which measures reaction, learning, behavior, and results. The document then discusses various methods of collecting evaluation data, such as interviews, questionnaires, observation, tests, and reviewing archival performance data. Finally, it notes some important issues to consider in data collection, such as reliability, validity, and practicality of the evaluation methods.

Uploaded by

Neha Kalra
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© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Unit 2 Chapter 4

EVALUATION OF HRD PROGRAMS

Ms. Neha Kalra


The Purpose of HRD Evaluation
HRD Evaluation – the systematic collection of descriptive and
judgmental information necessary to make effective training decisions
related to the selection, adoption and modification of various
instructional activities.
Evaluation can serve a number of purposes, among them:
– Determine whether a program is accomplishing its objectives
– Identify the strengths and weakness of the HRD program
– Determine the cost-benefit ratio of an HRD program
– Decide who should participate in future HRD programs
– Identify who benefited the most or least from the program
– Reinforce major points to be made for the participants
– Gather data to assist in marketing future programs
– Determine if the program was appropriate
– Establish a database to assist the management in making decisions

How often should HRD programs be evaluated?


Models and Frameworks of Evaluation
Kirkpatrick’s Evaluation (Expanded) Framework

(Level 1) Reaction – (Affective) How well did the trainees like the training?
- (Utility) What was the perceived usefulness from the
training?

(Level 2) Learning – How much did the trainee learn from the training?

(Level 3) Behavior – What behavior change occurred as a result of the


training? Did the trainee use what was learned?

(Level 4) Results – What tangible outcomes occurred as a result of the


training?
- What was the ROI?
- What was the contribution of this training program to
- the community?
Data Collection for HRD Evaluation
Collection of evaluation data helps decision makers with the facts
and judgments upon which decisions can be based. Some of the
methods are:
• Interview: Conversation with individuals to assess their opinions,
observations and beliefs
• Questionnaire: Standardized set of questions intended to assess
opinions, observations and beliefs
• Direct Observation: Observing a task or set of tasks as they are
performed and recording what is seen
• Tests and simulations: Structured situations to assess an
individuals knowledge or proficiency to perform
• Archival performance data: Use of existing information, such as
files and reports
Interviews
Advantages Disadvantages
• Flexible • High reactive effects
• Opportunity for • High cost
clarification • Face-to-face threat
• In-depth analysis • Labor intensive
• Personal Contact • Trained observers
required
Questionnaires
Advantages Disadvantages
• Low cost to administer • Inaccurate data possible
• Honesty increased • Response conditions not
• Anonymity possible controlled
• Respondent sets the • Respondents sets
pace varying paces
• Variety of options • Uncontrolled return rate
Direct Observation
Advantages Disadvantages
• Non-threatening • May be unreliable
• Excellent way to • Need trained observers
measure behavior
change
Written Tests
Advantages Disadvantages
• Low purchase cost • Possibly no relation to
• Readily scored job performance
• Quickly processed • Measures only cognitive
• Easily administered learning
• Wide sampling possible • Relies on norms
• Possibility of bias
Situation/Performance Tests
Advantages Disadvantages
• Reliable • Time consuming
• Objective • Simulations often
• Close relation to job difficult to create
performance • High developmental
• Includes cognitive, costs and use
psychomotor and
affective domains
Archival Performance Data
Advantages Disadvantages
• Reliable • Criteria for
• Objective keeping/discarding
• Job-based records
• Easy to review • Information system
discrepancies
• Minimal reactive efforts
• Indirect
• Not always effective
• Insignificant
Issues to be considered while data collection
When dealing with data collection some vital issues that needs to be
considered are:

• Reliability: Consistency of results, freedom from error and bias.


Decisions based on unreliable data are likely to be poor ones.
• Validity: Concerned with whether the data collection method
actually measures what needs to be measured.
• Practicality: Concerns how much time, money and resources are
available for the evaluation method.

Reliability and validity are complex issues and assessing them


requires knowledge of statistics and measurement concepts. At
times, due to certain conditions, realistic and creative trade-offs can
ensure that the evaluation effort is carried out effectively.
Ethical Issues Concerning Evaluation
• Confidentiality: When confidentiality is ensured, employees
would be more willing to participate
• Informed Consent: Some evaluations are monitored so that
employees know the potential risks and benefits
• Withholding Training: When results of training are used for
raises or promotions
• Use of deceptions: When an investigator feels a study would yield
better results if an employee did not realize they were on an
evaluation study
• Pressure to produce positive results: When Trainers are under
pressure to make sure results of the evaluation demonstrates that
the training was effective
Return on Investment = Operational Results/Training Costs
(greater the ratio, greater the benefit to organization)
Thank you !

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