Create a Presentation for senior executives that will outline how you will measure, evaluate, and justify the implementation of your HRD program.

Create a Presentation for senior executives that will outline how you will measure, evaluate, and justify the implementation of your HRD program (from Unit II). Your presentation should include the following:

Part I

 Provide an overview of the various models and methods for evaluating the HRD program.

 Summarize data collection methods used for qualitative analysis.

 Summarize data collection methods used for quantitative analysis.

 Introduce and summarize return on investment (ROI).

 Introduce and summarize return on expectations (ROE).

Part II

 Introduce the model you will use for your specific HRD evaluation.

 Explain the rationale for your selection.

 Outline the process that will be followed to implement the selected HRD evaluation model.

 Assess and evaluate the performance criteria that will be used in your HRD evaluation.

 Identify and address concerns with the evaluation process.

Use your textbook to complete this assignment as well as supplementary sources from your research. All sources used, including the textbook, must be referenced; paraphrased and quoted material must have accompanying citations.

Here is the paper from Unit II.

Unit II

Stakeholders of the Human Resource Development

The stake holders need for studying the HRD practice for this paper will involve the learning and development initiative at the mental health charity in the UK. The organization undertakes support for vulnerable adults in one of the UK cities, and has employed 60 staffs, and a number of volunteers mainly comprising of counselors who are adequately trained in the field of counseling. However, some of the staff members are not properly trained to handle their duties well based on the comments made on the employees’ evaluation sheet that is done on a yearly basis (Gold, 2013).

The personnel department in the organization carried an audit on the barriers to learning and revealed several disparities that affected both the workers and the stakeholders pointing to inefficiencies in practices. For example, the personnel officer did not undertake the learning and development roles; there was lack of support by the senior support staff of the human resource, clear generic policy were missing, and failure to balance the stakeholders’ interests (Gold, 2013).

The management embarked on a strategy to redeem the image of the organization based on the barriers that were highlighted in Human resource development needs. For instance, a survey that targeted the organization workers revealed that some of the workers did not have adequate training to carry their jobs well, which was adequately addressed by bridging the gaps left in training. Other improvement involved the hiring of new directors that brought much experience from larger charity institutions and the introduction of competitive tendering that increased the outputs. A measure was passed for the organization to hire experienced and competent staff to improve the productivity of workers. The last strategy involved efforts to meet the various interests of stakeholders which was necessary to address the fears and the conflict of interests of those affected by the programme.

The above example points to the potential barriers that can hinder learning and development in voluntary organizations based on poor practices. An example of good practice can be shown in a charity running homeless programme in London called Broadway, which successfully maneuvered the difficulties in recruitments when they adapted a core skills programme that met the needs of job training. Hill and Stewart reiterated on the need to consider the very environment of the charity as dependant on human resource development. This should form a learning culture which according to Beattie, demonstrates a stronger need to nature caring behavior by voluntary organization that allow for leaner’s centered approaches which suites individual workers needs. At the same time, organizations need to engage their staff more often to prove their commitment to human resource development (Gold, 2013).

Diversification therefore presents clear opportunities in developing the organization competencies, which can be fostered in private organizations by rewarding individual efforts, at the same time encouraging teams to work together. For example, it has been proven that workers who share common goals have stronger interpersonal values which can greatly improve performance (Walton& Valentin, 2014).

A notable area for the voluntary organizations to focus is the need to foster partnerships with private sectors which allows them opportunities to learn from the various networks that are engaged in community practice. Public organizations have also embraced the same sphere, with has led to the establishment of common goals that foster collaboration of efforts


Gold, J. (2013). Human resource development: Theory and practice. New York: Palgrave Macmillan.

Walton, J. & Valentin, C. (2014). Human resource development: Practices and orthodoxies. Basingstoke, Hampshire: Palgrave Macmillan.

Course Textbook

Werner, J. M., & DeSimone, R. L. (2012). Human resource development (6th ed.). Mason, OH: South-Western.