Efforts at training evaluation have moved through four stages since the 1960s. Stage One focuses on anecdotal reactions from trainers and program participants. Judging from survey results, it appears many organizations still operate at this level. Stage Two involves borrowing experimental methodology from academic laboratories to use for program evaluation. Organizational constraints make application of these designs difficult, thus discouraging evaluation efforts.

Stage Three creatively matches the appropriate research methodology to existing organizational constraints, thus making program evaluation more practical and feasible. Stage Four recognizes that the entire training and HRD process affects the organization and shifts the focus of evaluation from postprogram results to the entire HRD process. It should be emphasized that it is possible to creatively apply sound research methods to HRD evaluation designs and have useful data for making decisions.