Many executives still judge HRD by its effectiveness in delivering training programs. They are, therefore, unreceptive to radical ideas such as splitting off centralized HRD functions and placing them within other divisions within the organization.
It can be difficult to determine exactly which HRD approach an organization is using at any one period in time. Vendor-driven, middle-of-the-road HRD, and other first-order approaches are easier to document because of the tangible products they produce: training programs, on-the-job activities, and change applications. However, higher-order approaches (HET, HRC, learning organization HRD, and strategic HRD) are more difficult to assess because organizational learning, performance, and change are more integrated and less concrete.
However, most HRD professionals are making an effort to evolve from activity- oriented to results-driven HRD. There are many benefits to be derived from higher-order HRD approaches, both to individuals and to organizations.