Kirkpatrick’s’ Four Levels of Evaluation model is a series of steps that begins with level one, and moves sequentially through the levels to level four.
Each level provides valuable information to help determine the effectiveness of the overall training program.
Kirkpatrick’s model includes four levels of evaluation:
Level 1: Reaction – To what degree did the participants react favorably to the training
Level 2: Learning – To what degree did the participants acquire the intended knowledge, skills, and/or attitudes based on their participation in a training
Level 3: Behavior – To what degree did the participants apply what they learned during training to his/her job
Level 4: Results – To what degree did the targeted objectives/outcomes occur as a result of the training.
Kirkpatrick’s Level 3 evaluation measures how much participants have changed their behavior as a result of the training they received.
Basically, this level is designed to determine if the newly acquired skills, knowledge, or attitude are being used in the everyday environment of the learner.
At this level, we not only want to find out if the desired behavior change occurred, but if it did not occur, we also want to find out why the change did not occur.
Information generally sought include:
Techniques for obtaining level three evaluations include:
It is important to note that just because behavior has not changed does not mean that the training was ineffective. This is why it is important to complete the first two levels of Kirkpatrick’s model and to complete them immediately after the training event.
If only the behavior is evaluated, and it is determined that no behavior change has taken place, it may be incorrectly assumed that participants have not learned anything from the training. But, by completing the first two levels, it may show that there was a positive reaction to the training and that the participants learned from the training event.
What may be at issue is the implementation or transfer of the learning to the job activities. This may be because the learner does not receive support, recognition, or reward for their behavior change from their supervisor or manager, or it may be that the learner themselves does not want to apply the new knowledge. Whatever the reason, because the level one and level two evaluations were completed, the focus of the analysis can be at the implementation of the knowledge to job activities and not at the modification of the training event.
It is also important to note that behavior can only change if conditions in the workplace are favorable. There first has to be a desire to change and support for that change.
Kirkpatrick’s Level 3 evaluation is mainly the responsibility of the management team of the training participants. Working collaboratively with the management team with Change Management techniques will help ensure success. Also, by demonstrating the benefits to changing behavior to the participant during the training, and by creating methods of reinforcement and follow-up will help ensure success.
Strategies that can be implemented to enhance the transfer of learning include:
In additional to the strategies implemented by the training area/department, the organization can enhance the transfer of learning by creating a culture and climate that support and embraces change as well as provide extrinsic rewards such as recognition, encouragement, praise, increased responsibility, and bonus/pay.
Benefits of Kirkpatrick’s Level 3 evaluation: