1. HRD Evaluation
Introduction

2. Introduction of HRD
Human resource development means to provide the training and the required knowledge to employees in that they could be able to think about the requirements of the organization and their performance level. HRD program also facilitates the employees to take the help of the organization and reduce the gap in performance level in that the organization could meet aims and objectives (Bozarth, 2008). The program of HRD helps both employees and organization to make improvement in existing performance level to get competitive advantages because it reduces the possibilities of error in employee's performance and drives them towards quality performance.

3. HRD Evaluation
It is a systematic collection of related information and data that help the HR managers to know about the benefits and advantages of the development program on the basis of employees’ performance. It is also based on judgmental and descriptive information that facilitates the employers to make necessary to make effective decisions related to training such as the adaptation, selection, and modification into various activities that could help the employees to improve existing performance (Werner & DeSimone, 2011). The evaluation process is also helped to know about the gap and needed performance to meet organizational needs because training is a basic instrument of HRD.

4. HRD Models
HRD models are some effective methods to implement the HRD evaluation processes in the organization because these models suggest the guidelines and steps to make improvement in existing performance of employees. Followings are some effective HRD models that are given below:
Kirkpatrick
CIPP
Brinkerhoff (Werner & DeSimone, 2011)
Kraiger, Ford & Salas
Holton
Philips (Werner & DeSimone, 2011)
The above models are quite different in natures that are selected by HR management of the organization according to the situation for ensuring the empowerment in employees’ skills and knowledge. On the other hand, the HR department could not be able to implement entire models at the same time because of the different characteristics.

5. Kirkpatrick’s Evaluation Model
For the training evaluation, the model such as Kirkpatrick’s Evaluation model would be used because of its four different levels that are given below:
(Level 1) Reaction: It provides the answers of following questions
How well did the trainees like the training?
What was the perceived usefulness of the training?
(Level 2) Learning: This level provides the answer of following questions:
How much did the trainee learn from the training?
(Level 3) Behavior: Followings are some questions:
What behavior change occurred as a result of the training? Did the trainee use what was learned?
(Level 4) Results: This level provides the answer of following questions
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?

6. Rationale for Selection
Kirkpatrick’s evaluation model is selected because of various grounds. The first rationale is its conjugation levels. It means each level is mutually related therefore, if the organization implements the entire steps in a continuous manner then any kind of error would not take place. The reaction describes about the trainees liking to get training, while learning behavior describes about how the employees are learning from the training program (Werner & DeSimone, 2011). The level of behavior focuses over the changes in employees’ behavior because of training, while the results describe the benefits of training programs to employees in the context of employees’ productivity.

7. Outline of Selected Model Implementation
Interview
Observation
Archive of information and data
The selected model would be implemented in the organization through the help of some effective step such as the interview, questionnaire and archival performance data. This is because that this type of data includes the entire information related to the performance of the employees in earlier days. Through the help of this, the Hr managers of the organization could find that area, where the employees are not doing well. After the findings of the exact location, HR managers could be able to set the training program on the basis of the gap, which facilitates the employees to get the required skills for improving existing performance level.

8. Performance Criteria Evaluation
The performance criterion is a basic point or the benchmark that is used to know about the effectiveness of performance. It is also used to match the existing performance level with the projected or the required performance to meet the organizational goals and objectives. On the basis of this, it could be stated that the stakeholders approach is a best process to evaluate the performance (Gilley, Eggland & Gilley, 2002). The data collection method is also an effective criterion for making performance evaluation because of its great concerns that focus on the existing result of performance to make perfect analysis to know the performance is improving or not.

9. Concerns related to Evaluation process
In the context of the evaluation process, there are some issues that are related to ethical and financial. This is because that the organizations want to get a return on investment. It means if the operation results are much more than training cost of organization then the organization will get benefits otherwise; the financial loss would be possible for organizations. The other concerns that are related to the evaluation process are confidentiality, consent of employees, training withholdings, use of deceptions, and pressure of the organization to produce the results (Bozarth, 2008). These concerns are also effective because of their direct impacts on employees that could be either negative or positive.

10. Concerns related to Evaluation
Confidentiality- increases employees morality t o employ best effort
Informed Consent: to describes about risk and b enefits of evaluation process to employees
Withholding Training: When organization will use training results to offer promotions
Use of deceptions: when employees will not real ize that they were on the mode of evaluation proc ess
Pressure to produce results in positive mann er: if employees will not take pressure of organiz ation to produce positive results.
Confidentiality- increases employees morality to employ best effort
Informed Consent: to describes about risk and benefits of evaluation process to employees
Withholding Training: When organization will use training results to offer promotions
Use of deceptions: when employees will not realize that they were on the mode of evaluation process
Pressure to produce results in positive manner: if employees will not take pressure of organization to produce positive results.

11. Addresses to concerns
The organization should address the above concerns with the help of employees because only employees could be able to produce positive results. The HR department of an organization should conduct regular meeting, face to face communication, presentation of individual and group performance and causes of their performance of the sustainability and future of the organizations (Bozarth, 2008). The organization should also use the training module and define the role of employees towards the profitability to address the entire concerns of employees to encourage them for applying a positive sense in favor of organization to get success in upcoming time. As a result, organization could be able to address each concern positively.

12. References
Bozarth, J. (2008). From Analysis to Evaluation: Tools, Tips, and Techniques for Trainers. USA: John Wiley & Sons.
Gilley, J.W., Eggland, S.A. & Gilley, A.M. (2002). Principles of Human Resource Development.USA: Basic Books.
Werner, J. & DeSimone, R. (2011). Human Resource Development. USA: Cengage Learning.