HRD programs and interventions can be used to address a wide range of issues and problems in an organization. They are used to orient and socialize new employees into the organization, provide skills and knowledge, and help indivi- duals and groups become more effective. To ensure that these goals are achieved, care must be taken when designing and delivering HRD programs.
Following from system theory, we argue that HRD interventions should be designed using a four-step process or sequence: needs assessment, design, imple- mentation, and evaluation. For ease of memory, this can be referred to as the “A DImE” framework (assess, design, implement, and evaluate).
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Needs Assessment Phase HRD interventions are used to address some need or gap within an organization. A need can be either a current deficiency, such as poor employee performance, or a new challenge that demands a change in the way the organization operates (e.g., new legislation or increased competition). For example, in 2009, the Equal Employment Opportunity Commission (EEOC) sued Jack Marshall Foods, Inc., an Alabama-based company that operates a Kentucky Fried Chicken restaurant in Monroeville, AL. The EEOC alleged sexual harassment against female employees at this restaurant.