SCHOOL OF EXCELLENCE IN LAW

ASSIGNMENT SUBMITTED FOR THE PARTIAL FULFILLMENT OF

INTERNAL ASSIGNMENT

TOPIC: THE ADDIE MODEL, EMPLOYEE TRAINING METHODS AND

EVALUATING TRAINING EFFECTIVENESS

SUBJECT: HUMAN RESOURCES MANAGEMENT

STUDENT NAME: SHREE HARINI HN
COURSE: B.B.A. L.L.B (HONS)
REGISTRATION NUMBER: HC20123
YEAR & SECTION: II YEAR, ‘C’ SECTION
SEMESTER: III SEMESTER
MONTH & YEAR: OCTOBER, 2021

STUDENT SIGNATURE FACULTY SIGNATURE

Shree Harini HN

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 INDEX

SL.NO CONTENT PG. NO

1 Introduction 3

2 ADDIE Model 3

3 Etymology of ADDIE Model 4

4 Phases of ADDIE Model 4

5 Advantages of ADDIE Model 5

6 Disadvantages of ADDIE Model 5

7 Case Study on the Learning model for a Multinational 6

Pharmaceutical Company

8 Employee Training Methods 7

9 Evaluating Training effectiveness 9

10 Potential pitfalls of Kirkpatrick’s model 11

11 Conclusion 12

12 Webliography 13

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 INTRODUCTION
Training and development of human resources has evoked a great deal of interest in recent
years. Human resource management has two basic approaches- a reactive, or problem-solving
approach; and a proactive, or forward-looking approach. Training is used in both.

Training is a systematic process of changing the behaviour, knowledge, and attitudes of

present employees to improve the match between employee characteristics and employment
requirements.

ADDIE is the classic model of instructional design that is used for developing educational
and training programs and instructional materials.

ADDIE MODEL

ADDIE MODEL STANDS FOR

ANALYZE, DESIGN, DEVELOP, IMPLEMENT AND EVALUATE
Picture Source: Drieam

The ADDIE model (Analysis, Design, Development, Implementation, and Evaluation) is an

iterative process used by instructional designers to carefully consider all of the elements
leading to the best result. While some instructional designers might dismiss ADDIE as a
throwback approach that limits creativity, there’s something to be said for doing everything
you can to get it right the first time.

ETYMOLOGY OF AIDDE MODEL

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The concept of Instructional Design can be traced back to as early as the 1950s. But it wasn’t
until 1975 that ADDIE was designed. Originally developed for the U.S. Army by the Centre
for Educational Technology at Florida State University, ADDIE was later implemented
across all branches of the U.S. Armed Forces.

The ADDIE model was based on an earlier ID model, the Five Step Approach, which had
been developed by the U.S. Air Force. The ADDIE model retained this five-step feature, and
included many sub-stages within each of the five broad phases. Due to the hierarchical
structure of the steps, one had to complete the process in a linear fashion, completing one
phase before starting the next.

Practitioners over the years have made several revisions in the stages of the original
hierarchical version. This has made the model more interactive and dynamic. It was in the
mid-1980s that the version similar to the current version appeared. Today, the influence of
the ADDIE method can be seen on most ID models being used.

PHASES OF ADDIE MODEL

ANALYZE- Instructional goals, target audience and required resources

The analysis phase involves identifying and clarifying the instructional problem or, from a
training standpoint, identifying the performance gap and desired outcomes. This phase
includes identifying participant characteristics (for example, current knowledge and skills,
level of experience, language proficiency and motivation), learning resources and budget and
time constraints, defining the learning environment and establishing instructional goals and
objectives.

DESIGN- A learning solution that aligns objectives and strategies with instructional goals

The design phase involves subject matter design broadly, including defining specific learning
objectives and instructional strategies, structuring content and assessments. The design
should reflect a logical flow. Assessments should provide feedback on the learner’s progress
in achieving the learning objectives.

DEVELOP- Learning resources, validate and revise drafts, and conduct pilot tests

As the title indicates, the development phase involves creating/curating and assembling the
content specified in the design phase. This phase also involves stakeholder review and

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validation and any required revisions. This phase may involve integration of technology and
related testing.

IMPLEMENT- The learning solution by preparing the learning space and engaging
participants

Implementation involves development of the training framework, including course

curriculum, learning outcomes and the learning space. The process should also include
confirming the availability of required materials and associated applications or websites and
preparing learners to use any required tools or technology. The final step, of course, is
participant engagement.

EVALUATE- The quality of learning resources and how well they accomplish instructional
goals

Although evaluation is listed last, in practice it is included in every aspect of the process.
That is, the overall design process is meant to be iterative, with elements fine-tuned along the
way. Interim evaluations, referred to as formative evaluations, are those that are conducted
prior to implementation to confirm that the learning resources meet the specifications
established in the design phase. A summative evaluation would be conducted after
implementation to determine training effectiveness on three bases: participant satisfaction,
participant learning and participant performance.

ADVANTAGES OF ADDIE MODEL

 Commonly used and widely accepted model

 Proven to be effective for human learning
 Foundation for other learning models
 Easy to measure time and cost

DISADVANTAGES OF ADDIE MODEL

 Rigid linear process that must be followed in order
 Time-consuming and costly
 Inflexible to adapt to unforeseen project changes
 Does not allow for iterative design
CASE STUDY ON THE LEARNING MODEL FOR A
MULTINATIONAL PHARMACEUTICAL COMPANY
Source: Hownature Nutraceutical Corp

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It is a case study on the learning model based on a Canadian subsidiary of a multinational
pharmaceutical company. The ADDIE provides a rudimentary linear process for developing
courses, the model provides the framework to design the new program, although seemingly
linear, phases can be utilized at any point, rather than just sequentially1. Therefore, the
ADDIE model is the most suitable for the Canadian subsidiary, which helps the HR Director
designing the best program for learners.

Analysis phase:

In the Analyse phase, the course goals are training the Senior Leaders to learn more
leadership skills and future business trends. Through the course, the Senior Leaders could
better manage other leaders and product more economic benefits for the organization.

Design phase:

In the Design phase, the HR department prepared the learning environment, like classroom
spaces and catering. In addition, the HR department should know more about how to use the
budget to provide the best learning environment.

Development phase:

Furthermore, the designer should prepare more resources for learners, such as books, cools
and courseware.

Implementation phase:

On the other hand, the designer also should ensure the teaching methods for learners, select
the most effective teaching methods to help the leaders learn better.

Evaluation phase:

Finally, the HR department should evaluate the program, for example, the program has
achieved the goals or not. The advantages of this model are that recipe for the instructional
design used by many instructional designers creates the tangible blueprint for all planners and
stakeholders to view at any point during the program2.

On the other hand, the popular in other fields, such as architecture and information
technology, it can use the ADDIE model to design occurs during construction. The feedback
from evaluations and formative analyses should give participants a voice.
1
Regent University Centre for Teaching and Learning, 2014
2
Hokanson, et.al., 2008, p.37
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In addition, this model incorporated in other design models, such as ASSURE, Dick and
Carey, Morrison, Ross and Kemp3.

Therefore, the ADDIE model is the most suitable for the PR company. It can help the HR
department designing the best program for learners.

EMPLOYEE TRAINING METHODS

Employee training is a significant part of an organization’s growth and success. A well-

trained workforce is more productive and efficient at their roles, enabling them to contribute
at a high level to their organization. Different types of employee training methods come with
different benefits, challenges, and goals. A few of the employee training methods are
described below:

ROLEPLAYING
This technique is when a learner and an instructor both act out their roles in potential
workplace scenarios. This method is most effective for employees whose job roles include
direct client or customer interaction, as it gives them some experience in handling difficult
situations with customers (ie. think call centre training.)

PROS

 Roleplaying for relatable scenarios boosts employee engagement.

 Encourages learners to utilize problem-solving and critical thinking skills in the
moment.
 Prepares employees for difficult work scenarios.
 Improves customer interaction skills for employees.

CONS

 Requires more of an employee’s time, hurting productivity.

 Unnecessary for simple, straightforward topics.
 Not everyone is comfortable with role-playing scenarios; this can affect performance.

SIMULATION TRAINING
3
Hokanson, et.al., 2008
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Simulation training lays out different scenarios that allow employees to practice tasks that
mimic the actual work of their specific job’s role. Simulation training can be a necessary
method for employees working in high-risk or high-stakes fields such as pilots or doctors.
Many times, simulation training is required by the state or federal government
called compliance training.

PROS

 Builds skills such as problem-solving and critical thinking under pressure.

 Learners can make decisions in a risk-free environment and experience the
consequences of different decisions.
 Offering trainee participation keeps the learners engaged and focused.
 Allows learners to improve their skills by learning from their errors.
 Learners gain a better understanding of the consequences of their actions, and the
importance of reducing mistakes.

CONS

 Simulation exercises can be expensive.

 Simulation is not always able to completely recreate real-life situations.
 Learning simulations require regular updates and maintenance based on the changing
industry trends.
 Simulation training may provide a faulty sense of safety or employee’s downplaying
simulations as a result of desensitization.

GROUP ACTIVITES

Group activity training techniques allow multiple employees to train at once, in an

environment that is unique to their business department or team function. These discussions
and activities can be instructor-led or facilitated by online prompts, depending on the
company’s requirements and the participating groups.

PROS

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  Social factors influence learning that result in greater retention.
 When training is conducted in groups, it reduces time investment and costs.
 Teams give each other input and feedback that increases learning opportunities.

CONS

 Slow participants cause the entire class to fall behind.

 It can be challenging to get everyone in one place, at the same time.
 Entire teams will be pulled off work at once.

EVALUATING TRAINING EFFECTIVENESS

The most common model for analysing and evaluating the results of education training and
development programs is the Kirkpatrick Model, developed by Donald Kirkpatrick in 1995
for his Ph.D. dissertation4.

The Kirkpatrick Model is a globally recognized method of evaluating the results of training
and learning programs. It assesses both formal and informal training methods and rates them
against four levels of criteria: reaction, learning, behaviour, and results.

Picture source: HCM Desk

LEVEL 1: REACTION

4
Petrone, Paul. "The Best Way to Use the Kirkpatrick Model." LinkedIn: The Learning Blog. May 26, 2017.
Accessed July 18, 2019

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The first level of criteria is “reaction,” which measures whether learners find the training
engaging, favourable, and relevant to their jobs. This level is most commonly assessed by an
after-training survey (often referred to as a “smile sheet”) that asks students to rate their
experience.

A crucial component of Level 1 analysis is a focus on the learner versus the trainer. While it
may feel natural for a facilitator to fixate on the training outcome (such as content or learning
environment), the Kirkpatrick Model encourages survey questions that concentrate on the
learner’s takeaways.

LEVEL 2: LEARNING

Level 2 gauges the learning of each participant based on whether learners acquire the
intended knowledge, skills, attitude, confidence and commitment to the training. Learning
can be evaluated through both formal and informal methods, and should be evaluated through
pre-learning and post-learning assessments to identify accuracy and comprehension.

Methods of assessment include exams or interview-style evaluations. A defined, clear scoring

process must be determined in advance to reduce inconsistencies.

LEVEL 3: BEHAVIOUR

One of the most crucial steps in the Kirkpatrick Model, Level 3 measures whether
participants were truly impacted by the learning and if they’re applying what they learn.
Assessing behavioural changes makes it possible to know not only whether the skills were
understood, but if it's logistically possible to use the skills in the workplace.

Oftentimes, evaluating behaviour uncovers issues within the workplace. A lack of

behavioural change may not mean training was ineffective, but that the organization’s current
processes and cultural conditions aren’t fostering an ideal learning environment for the
desired change. 

LEVEL 4: RESULTS

The final level, Level 4, is dedicated to measuring direct results. Level Four measures the
learning against an organization's business outcomes— the Key Performance Indicators that
were established before learning was initiated. Common KPI’s include higher return on
investments, less workplace accidents, and larger quantity of sales.

POTENTIAL PITFALLS OF KIRKPATRICK’S MODEL

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Kirkpatrick's model remains popular, but it should be used with care. The basic structure is
now more than 60 years old (despite its many updates), and the ways that people learn and
organizations operate has changed radically in this time. Even the term "training" has been
largely replaced by "learning and development."  with the rise of personalized, user-directed
learning, formal training is becoming less prominent. Kirkpatrick's model is not necessarily
suited to this new approach to learning.

Another drawback is that Levels 3 and 4, which arguably yield the most useful information
for the business, are time-consuming, resource-intensive, and expensive to implement. So the
model may not be practical for all organizations, especially if you don't have a dedicated
training or HR department to conduct the analysis. And, it's not ideal for all situations, such
as one-off training.

Most importantly, organizations change in many ways, and these changes affect behaviors
and results, as well as training. For example, measurable improvements in retention and
productivity could result from the arrival of a new boss, or from a new computer system,
rather than training. Or it could be a combination of these.

Kirkpatrick's model is great for evaluating training in a "scientific" way, but with so many
possible variables, Level 4 may be limited in its usefulness.

CONCLUSION

Development of human resources involves acquisition of new abilities with changed skills,
knowledge and attitude of the employee necessary for better performance. Development
includes both training to increase skill in performing a specific job and education to increase
general knowledge of the total environment.

Employee training attempts to improve skills, or add to the existing level of knowledge so
that the employee is better equipped to do his present job, or to prepare him for a higher
position with increased responsibilities. Continuous growth and development of employees
makes an organization viable and it adapts itself to changing environment.

Thus, training and development activities can become meaningful when integrated with the
overall human resource development strategy of an organization. They have assumed great

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importance with the phenomenal and unprecedented changes in the internal and external
environments of today’s organizations.

WEBLIOGRAPHY

 ADDIE Model: Instructional Design - Educational Technology

 11 Best Employee Training Methods & Techniques (2021) (whatfix.com)

 Top 10 Types of Employee Training Methods | EdgePoint Learning

 What is the Kirkpatrick Model? Learn the 4 Levels of Evaluation

(ardentlearning.com)

 Kirkpatrick's Training Evaluation Model - Learning Skills from MindTools.com

 What is the ADDIE Model of Instructional Design? - Water Bear Learning

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