NEW APPROACHES IN HRM

92 establish the changes in behavior and performance. Nadler (1984) stated that all the human resource development activities are meant to either improve performance on the present job of the individual, train new skills for a new job or new position in the future and general growth for both individuals and organization to be able to meet organization’s current and future objectives. Evaluating is a great approach in L & D, it is the process of placing value on things and a process of understanding what went well and what went wrong (Druckman & Swets, 1988). It has been identified that the evaluating training remains to be an appropriate matter as the board of executives are not willing to fund training for training's sake or to take training's value on trust. Moreover, they request accountability and the evidence that training produces changes that translates organizational productivity (CIPD, 2017). More so, an evaluation strategy is looking to see if the training is successfully designed and taken into account if the skills and knowledge acquired from the training are transferable and applicable to the role (CIPD, 2008). There are broadly two different methods that organizations could choose to train and develop the skills of their employees. The skills could be acquired on-the-job by the training given by the organizational to the employees while conducting their regular work at the same working venues and off-the-job training involves taking employees away from their usual work environments and therefore all concentration is left out to the training. On-the-job training includes, but is not limited to, job rotations and transfers, coaching, and/or mentoring. On the other hand, off-the-job training examples include conferences, role-playing, and many more as explained below in detail. Armstrong (1995) argues that on-the-job training may consist of teaching or coaching by more experienced people or trainers at the desk or the bench. Although organizations have different approaches to training and development, some are motivated to take on different training methods for a few reasons, for instance, training is designed and carried out: Ø depending on the organization’s strategy, goals, and resources available Ø depending on the needs identified at the time