This chapter addresses assessment and evaluation processes that are central to effective practice in human resource development (HRD). Performance feedback may be the concept most closely aligned with the way assessment is defined and can be described as a process in which employees receive feedback intended to improve their learning, skills development, and work performance. The chapter presents a discussion of needs assessment and analysis, and provides a consideration of performance analysis and the critical nature of learning transfer to employee and organizational effectiveness. It describes Kirkpatrick’s widely referred to four-level model, along with its critiques and modifications. The chapter also discusses evaluation in relation to HRD interventions’ contributions to organizational goals and return on investment. A systems model of evaluation for HRD can be implemented in recognition of “multiple factors throughout the system [that] can influence an evaluation”. The model is intended to situate evaluation within an ongoing meaning-making process for enhancing knowledge and decision-making. © 2020 Taylor & Francis Group. All rights reserved.
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