HRD programs and interventions can be used to address a wide range of issues and problems in an organization. They are used to orient new employees into the organization, provide skills and knowledge, and help individuals and groups become more effective. Following from system theory, we argue that HRD interventions should be designed using a four-step process or sequence: needs assessment, design, implementation, and evaluation.

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. The goal of the assessment and design phases is to implement effective HRD programs or interventions. This means that the program or intervention must be delivered or implemented using the most appropriate means or methods.

Delivering any HRD program generally presents numerous challenges, such as executing the program as planned, creating an environment that enhances learning, and resolving problems that may arise. Program evaluation is the final phase in the HRD process. Careful evaluation provides information on how much participants learned, whether they use what they learned, and whether the program improved the organization’s effectiveness.