Kirkpatrick’s Four Level Evaluation Model for Training Success

In our last corporate training post, we outlined the necessary steps to create effective training programs.  The last stage of this process is to evaluate and revise your training. One of the best known learning and training evaluation approaches is Donald Kirkpatrick’s ‘Four Level Evaluation’ model (published in 1959).

This model focuses on measuring outcomes that result from effective programs. In today’s post we will examine the four levels (reaction, learning, behavior and results) and how they can help evaluate your training program.

1. Reaction:

   The first level measures participant satisfaction and reaction to the training. This is important to determine to ensure the program is relevant to the audience and well-received. Reaction should be assessed immediately after the training. You can discover participant reaction by verbal feedback and by soliciting anonymous input through surveys and questionnaires.

   Some questions to consider:

   • Did the participants enjoy the training?
   • Did they think the content was relevant?
2. Learning:

   The goal of level two is to determine what the participants learned during the training. Prior to training, assessments should be performed to evaluate participant knowledge and/or skill level. Learning outcomes include changes in knowledge, skills and attitudes. These changes need to be compared to the program’s learning objectives to determine effectiveness. As with level one, learning should be assessed (tests, surveys) immediately after training.

   Some questions to consider:

   • Did participant learning change? How (increased, decreased)?
   • Did the participants learn what was intended?
3. Behavior:

   Level three of the model evaluates the behavior of participants after training. Specifically, it attempts to evaluate how participants applied what they learned. If the goal is to increase employee skills then the evaluation measures the change in on-the-job-behavior (OBJ). Assessing behavior can be a challenge as it is can occur weeks, even months after training. Observation, interviews and recurring 360 degree feedback evaluations together make for a comprehensive evaluation.

   Some questions to consider:

   • Did the participants put their learning to use?
   • Did the behavior and activity of participants change?
4. Results:

   The last level of the model measures the final results caused by the training. Specifically, this measures the effect on the company and/or bottom line that the training had. The outcomes to evaluate depend on the training objectives established by the organization. Level four should assess both return-on-investment and return-on-expectation to get a comprehensive view of training effectiveness.

   Some questions to consider:

   • Did the quality of work improve?
   • Did production increase (or costs decrease)?
   • Did employee engagement and retention increase?