The Kirkpatrick Model for Training Evaluation
A crucial part of structured on the job training consists of evaluating the results of the training to better understand its outcomes and benefits. The Ketchum Group uses the Kirkpatrick Model for Training Evaluation to evaluate the outcome of these trainings.
Donald Kirkpatrick Ph.D, professor at the University of Wisconsin, and former President of the American Society for Training and Development, began formulating his model for training evaluation in 1959. Since releasing his original papers in 1959, Kirkpatrick's theory has been immortalized in various trade publications and the book is currently in its third printing.
His model creates a method for evaluating training, which consists of 4 levels:
1. Reaction
The first step, reaction, is about immediate measured response. Time is critical in this stage, and participants' reactions must be gauged as soon as possible. Reactions to the instructor, topics, presentation style, schedule, tools, handouts, etc. Each of these elements are drilled down into sub-components that can evaluate individual characteristics—for example, the instructor's tone or level of patience.
2. Learning
In this stage the influence of the training on the learning of the participants is qualitatively measured. This is done by taking the learning objectives of the instructor and measuring them against the progression of the participants and their absorption of the information. This level of measurement is generally done with achievement tests, performance tests or norm-referenced tests—in this stage Kirkpatrick recommends using a control group or pre-test to ensure accuracy.
3. Behavior
The third step can often be the most difficult, as unlike the first and second steps it cannot be completed immediately. Measuring the affects and benefits of training is more difficult than measuring reaction and learning.
Once participants are back at work their on-the-job-behavior (OJB) is measured to determine the effects of the training—especially to see if the training had a positive affect on job performance.
The Kirkpatrick model allows time for the new behavior to take effect before measuring successes. The best model for behavior measurement is to use a control group or test before and after the training. To measure the effect you must survey not only the participant, but also those around him, co-workers and superiors.
4. Results
This stage is the most results oriented and focuses on the bottom line. In this fourth and final stage ROI is measured on training investment. ROI cannot be measured in dollars alone, but must also take into consideration any characteristics that are good for business.
This stage can be difficult to analyze seeing as many benefits of the training may indirectly lead to a return on an investment. Non-monetary benefits can include improve quality of work, better productivity, turnover reduction, improved human relations and quality of work life, higher morale, fewer accidents, lower absenteeism, and increased sales.
The Kirkpatrick Model is a highly scientific and qualitative method of training evaluation. The model has been shown to produce more qualified trainers and increase employee work performance. Using this method employees and trainers can be evaluated effectively and investments in training can be measured to determine the benefits of the training itself.
