7. Kirkpatrick's 4 Levels of Training Evaluation
Donald Kirkpartick has developed a very popular evaluation model that has been used since the late 1950s by the training community. The focus is on measuring four kinds of outcomes that should result from a highly effective training program.
Kirkpatrick’s model includes four levels or steps of outcome evaluation:
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| Kirkpatrick's Evaluation Model |
Level 1- Reaction:
At this level- the goal is to measure participants’ reactions to the training program. You
should measure their reactions immediately after the training program is completed. Evaluation should not just include reactions towards the overall program (e.g.,
Did you like the program?); it should also include measurement of participants’
reactions or attitudes toward specific components of the program, such as the
instructor, the topics, the presentation style, the schedule, audiovisuals,
etc. Furthermore, each of these components can be further broken down into
sub-components for evaluation (e.g., you can ask participants to evaluate
specific characteristics of the instructor, the presentation, etc.).
Evaluation relies on the measurement of attitudes, usually through the use of
a questionnaire. It is important to include closed-ended items (including
rating scales) as well as open-ended items on your questionnaire. Here are two
open-ended items:
· In your view, what were the
three most important weaknesses of the program?
· In your view, what were the
three most important strengths of the program?
Level 2- Learning:
Here
the goal is to determine, what did the participants learned during
the training event. Did the learning outcome is aligned with the learning Objective? Learning
outcomes can include changes in knowledge (e.g., What are the key
differences between Windows 95 and Windows ME?), skills (Can the
participant upload a new operating system to a computer), or attitudes
(Have participants’ attitudes toward computers improved?).
Knowledge is typically measured using already available
or instructor constructed achievement tests
Skills is measured using performance
test. It is a test that requires the learner to create a product or demonstrate a process. Obviously
the goal is to determine whether each person can perform the skills they have
been taught in the training event.
Attitudes are measured with questionnaires similar
to the questionnaires described for level 1 evaluation. You will typically
have the participants give their ratings for various items (responding with
Strongly Agree, Agree, Neutral, Disagree, or Strongly Disagree or with other
rating scales), and you should include some open-ended items to allow
participants to respond in their own words (e.g., How do you feel about
diversity in the workplace?).
Level 3 - Behavior
This level of evaluation
specifically involves measuring the transfer of knowledge, skills,
and attitudes from the training context to the workplace.
The
level three question is, Did the training have a positive effect on job
performance?
So
how does one design a level three evaluation? Here are Kirkpartick’s
recommendations:
1.
Use a control group if possible. That is, use the strongest design that is
feasible.
2.
Allow time for the behavior change to take place.
3.
Evaluate both before and after the program if practical. Again, use the
strongest design that is feasible.
4.
Survey and/or interview one or more of the following: trainees, their immediate supervisor,
their subordinates, and others who often observe their behavior.
5.
Get 100 percent response or a sampling.
6.
Repeat the evaluation at appropriate times.
7.
Consider cost versus benefits.
Level 4 - Results
Here the goal is to find out if the training program led to final results,
especially business results that contribute to the “bottom line” (i.e.,
business profits).
Level
4 outcomes :
- are not limited to return on training investment (ROI).
- can include other major results that contribute to the well
functioning of an organization.
- includes any outcome that most
people would agree is “good for the
business.”
Here
are some examples of different kinds of level four outcomes:
· Improved quality of work.
· Higher productivity.
· Reduction in turnover.
· Reduction in scrap rate
(i.e., less wasted resources).
· Improved quality of work
life.
· Improved human relations
(e.g., improved vertical and horizontal communication)
· Increased sales.
· Fewer grievances.
· Lower absenteeism.
· Higher worker morale.
· Fewer accidents.
· Greater job satisfaction.
