CHAPTER 17 Accountability in Human Resource Development

Program Evaluation Approach to Accoun tability The Kirkpatrick Model Criticisms of the Kirkpatrick Model Program Evaluation in Practice New Approaches to Program Evaluation Performance Results System—the units of mission-related outputs in the form of goods and services having value to the customer and that are related to core organizational outputs, work processes, and group or individual contributors in the organization Financial—the conversion of the output units of goods and/or services attributable to the intervention into money and financial interpretation Learning Results Expertise—human behaviors having effective results and optimal efficiency, acquired through study and experience within a specialized domain Knowledge—mental achievement acquired through study and experience Perception Results Stakeholders—perceptions of leaders of systems and/or people with a vested interest in the desired results and the means of achieving them Participants—perceptions of people with firsthand experience with systems, processes, goods, and /or services

Metrics Approach to Accountability -- Contributed by Elwood F. Holton III and Sharon Naquin ASTD Approach Financial Approach Intellectual Capital Approach Human Resource Metrics Approach New Horizons in Metrics

Meeting the Accountability Challenge Are employees developing the expertise necessary to achieve organizational goals? Are scarce resources being utilized most effectively? Is HRD adding value to the organization? Is the learning necessary to drive organizational effectiveness readily available?

Chapter 17 Reflection Questions 1.If the Kirkpatrick model of evaluation is flawed, why does it continue to have such a strong following in HRD? 2.Why do you think there is such resistance to evaluating performance results of HRD interventions? 3. Which metrics listed in this chapter could be used to build an effective balanced scorecard for HRD accountability? 4. How can HRD professionals overcome what seems to be a persistent fear of accountability? 5. In carrying out the work of HRD, explain when should assessment and accountability be first considered.