Proper delivery or implementation assumes that an important need for training has been identified and that program objectives have been spelled out. The program objectives should greatly influence the design issues, as well as the selection of training methods used to conduct or implement training. Some of the most exciting developments in HRD concern the increased use of technology in program implementation. Technology can replace traditional classroom delivery approaches or be used along-side other classroom approaches.

Clearly, training is intended to increase the expertise of trainees in a particular area. When thinking about what training method (or methods) to use, it is useful to consider the current level of expertise that trainees possess. Novice trainees generally require more guided or instruction-centered training methods. As trainees’ existing level of expertise increases, they become more creative and confident. Thus, the desired or ideal training methods are also likely to shift more toward exploratory or experiential methods.

Because experiential methods generally require more time to complete than instruction-centered approaches, they are not as commonly used to reach large numbers of individuals. An individual must first learn what to do (declarative knowledge) before they can learn how to do it (procedural knowledge). An effective training or HRD program should first identify where trainees are in terms of this pyramid, then provide assistance for all trainees to ascend toward an expert level of performance.

In many situations, both guided and experiential approaches are used, for example, lecture, discussion, and games or simulations. This combined approach is especially valuable when trainees have different learning styles. Training methods can be classified by whether they take place on the job versus away from the employee’s normal work setting. A third category of training methods includes those that use a self-paced or individualized approach.