ABSTRACT
A variety of models are available for the design and implementation of HRD programs.1 Most are sound, logical, and produce effective programs. Some focus on impact instead of activity2; others focus on efficiency and effectiveness.3 However, most lack steps that emphasize evaluation throughout the design process and, more specifically, do not provide the framework to identify the desired results. A model can be very useful to observe the total HRD process and examine the relationship of one step to another. The model in this chapter, appropriate for almost any HRD activity, contains 18 logical steps, 10 of which directly involve evaluation. The reaction to this model in earlier editions of this Handbook was very favorable.4
