Kirkpatrick's Evaluation Model: Four Levels of Training Assessment

Introduction to Kirkpatrick's Model

Kirkpatrick's evaluation model is used to evaluate job training and development. The model consists of four levels: reaction, learning, behavior, and results. Each level represents an increasingly sophisticated approach to measuring training effectiveness and organizational impact.

Reaction Evaluation

Reaction evaluation measures how delegates felt about the training and their personal responses to the learning experience. Example questions include: "Did the trainees like and enjoy the training?" and "Did they consider the training relevant?" This level helps improve future training iterations by identifying important areas or topics that may be missing from the current program.

Reaction evaluation can be conducted through feedback forms based on subjective personal responses to the training experience or through post-training surveys. This level is normally the easiest to obtain, making it an accessible starting point for organizations beginning to evaluate their training programs systematically.

Learning Evaluation

Learning evaluation measures the increase in knowledge or intellectual capability from before to after the learning experience. Key questions include: "Did the trainees learn what was intended to be taught?" and "Did the trainees experience what was intended for them to experience?" Assessment methods typically involve tests or evaluations conducted before and after training, as well as interviews before and after the learning experience.

While relatively simple to set up compared to later levels, learning evaluation requires more investment and thought than reaction evaluation. It is highly relevant and clear-cut for certain types of training, such as quantifiable or technical skills. However, learning evaluation is less straightforward for more complex learning, such as attitudinal development. Additionally, costs can escalate if systems are poorly designed, which increases the work required to measure and analyze results.

Behavior Evaluation

Behavior evaluation assesses the extent to which trainees applied their learning and changed their behavior. This assessment can occur immediately after training or several months later, depending on the situation. Example questions include: "Did the trainees put their learning into effect when back on the job?" and "Were the relevant skills and knowledge used?"

Observation and interviews over time are required to assess change, the relevance of that change, and the sustainability of behavioral improvements. Assessments need to be subtle and ongoing, with findings transferred to a suitable analysis tool for interpretation. However, measurement of behavior change is less easy to quantify and interpret than reaction and learning evaluation. Simple, quick response systems are unlikely to be adequate for capturing meaningful behavioral shifts.

Results Evaluation

Results evaluation measures the effect on the business or environment resulting from the improved performance of the trainee. The measures typically focus on business or organizational key performance indicators such as volumes, values, percentages, and return on investment. It is important to identify and agree upon accountability and relevance with the trainee at the start of training so they understand what will be measured.

For senior personnel in particular, annual appraisals and ongoing agreement of key business objectives are integral to measuring business results derived from training. While results evaluation is not difficult at the individual level, it presents a significant challenge for the entire organization, as it can become time-consuming. Additionally, external factors can greatly affect organizational and business performance, making it difficult to isolate the training's direct impact.