Donald Kirkpatrick was a Professor Emeritus at the University of Wisconsin who first introduced the Kirkpatrick Evaluation Model in 1959. Kirkpatrick, his family, and others have made several revisions to the model over the years. The most recent version was called the “New World Kirkpatrick Model” in 2016.
The model defines four levels of evaluation for training:
1)Reaction
2)Learn more about the Learning Program
3)Behavior
4)Results
Kirkpatrick Model: Benefits and Challenges
Kirkpatrick’s training model has many benefits for both instructors and designers.
This document outlines a simple, easy-to-follow evaluation process that breaks down an evaluation into manageable models.
This tool is compatible with traditional and digital learning programs whether they are in-person, online, or both.
This model is highly adaptable and flexible, which makes it easy to use in different environments and fields.
This tool allows instructors to gather feedback in order to improve their programs and methods.
There are some concerns and challenges to consider when using the Kirkpatrick Model.
These higher levels can be expensive and time-consuming. Organizations will need to plan ahead to benefit from them.
Directly linking specific results with the impact of training can be challenging. To avoid making the wrong conclusions, IDs and their organizations will need to carefully create evaluation metrics.
Kirkpatrick Model can only be used after the training program has been completed. This makes it difficult to improve or adjust a course that is still in progress.
Kirkpatrick’s four levels of training evaluation
Level 1: Reaction
Documenting the reactions of your employees to training is the first step. It’s important to have employees engaged (at work or “classroom”) in order to run a successful business. But it is not easy.
You can gain valuable insight by observing how your employees perceive the training.
You can use a questionnaire to find out what your employees thought of your training session. Ask questions such as:
Is the presentation engaging or boring?
Do you think the training has been worth your time?
What you have learned can you put to use in your current job?
Do you like your training style?
What would you improve or change for future training?
What support or resources will you need to put what you have learned into practice?
You can also track metrics like participation rate, completion rates, and the time spent on training.
You can use the feedback you receive to identify areas of improvement. Also, consider making changes in future versions of your program.
Level 2: Learning
You can measure what employees have learned or not learned during the training. Test your employees both before and after training to determine their progress. To record your findings, you can use interviews or skills-based assessments.
You’ll need to measure specific results, not just simple reactions or subjective reactions. You should first identify the learning outcomes you want to achieve in your training. Then, test these outcomes both before and after.
Level 3: Behavior
Next, you need to determine if your training is having an impact on behavior. Do your employees apply what they have learned?
It can take several weeks or even months before employees are able to gain confidence and apply their knowledge.
Measure behavior, conduct interviews, and record observations on the field. Provide opportunities for team members (e.g. assign projects) to apply skills learned during the training.
Remember that the lack of behavioral changes does not necessarily indicate ineffective training. Assess your business’s current processes and culture to create an environment that promotes positive change and learning.
Results at Level 4
Measuring results is the final step in the Kirkpatrick Model. The final step of the Kirkpatrick Model is measuring results.
Evaluation of training strategies
As a guide, many trainers use the Kirkpatrick Evaluation Model in reverse to develop effective training. The trainers begin by defining the desired outcomes and then design the program accordingly.
A study conducted by the Brandon Hall Group revealed that very few organizations have metrics to help them link learning with organizational and individual performance. Only 8% of companies actually measure learning in relation to business outcomes.
When you know what you want to achieve, you can create more effective training programs that produce measurable results.
Infographic { Kirkpatrick Evaluation Model (KEM) }
Infographic Source; Learning Everest
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