Assuming that a needs assessment reveals multiple needs, management and the HRD staff must prioritize these needs. As in any organizational function, decisions must be made about what resources—including facilities, equipment, materials, skilled personnel, travel, and consultant fees—will be used in HRD. A central question to ask in this process is, what is the potential gain or return on investment from various options?

Because HRD programs are intended to serve a specific area or areas of an organization, representatives from those areas should have input in this decision. With this input, there is a greater likelihood that more employees will perceive the HRD programs as being relevant to the organization and to themselves. One way to continuously reflect the needs of employees and assist in prioritizing needs is to establish an HRD advisory committee.

The role of this committee is to review needs assessment and offer advice on the type and content of HRD programs to be offered. The advisory committee should be composed of members from a cross-section of the organization. This includes the recognition that meeting time may take employees away from their normal job responsibilities.