Kirkpatrick Model of Training Evaluation - Four Levels (7 Marks)

Introduction

Proposed by Donald L. Kirkpatrick in 1959, the Kirkpatrick Model is the most widely used framework for evaluating the effectiveness of training and development programmes. It evaluates training on four sequential levels, moving from immediate reaction to organizational impact.

The Four Levels

Level 1: Reaction - What did participants think?

• Meaning: Measures how participants responded/reaction to the training - satisfaction, engagement, relevance.
• Measures: Feedback forms, smile sheets, rating of trainer, content, methodology, facilities.
• When: Immediately after training.
• Significance: Positive reaction does not guarantee learning, but negative reaction reduces chances of learning. Easy to measure but least informative.
• Example Questions: Was the content relevant? Was trainer effective?

Level 2: Learning - What did participants learn?

• Meaning: Measures the increase in knowledge, skills and attitude (KSA) due to training.
• Measures: Pre-test and post-test, practical demonstrations, simulations, interviews, assessments.
• When: Before and after training.
• Significance: Determines whether learning objectives were achieved. Requires clear learning goals.
• Example: Improvement in test scores on technical knowledge from 60% to 85%.

Level 3: Behaviour - Did learning transfer to the job?

• Meaning: Evaluates change in job behaviour / application of learning on the job.
• Measures: Observation, 360-degree feedback, performance appraisals, interviews with supervisors/peers 3-6 months after training.
• When: 3-6 months post-training (allows time to apply).
• Critical Point: Also called Transfer of Training. Requires supportive work climate, reinforcement and opportunity to perform.
• Challenge: Most difficult level; if no behaviour change, it may be due to lack of learning OR lack of organizational support.

Level 4: Results - What was the organizational impact?

• Meaning: Measures final organizational outcomes / ROI due to training.
• Measures: Increased productivity, reduced costs, higher quality, lower accidents, increased sales, higher retention, ROI, customer satisfaction.
• When: Months after training, often annually.
• Significance: Most valuable for top management but hardest to isolate training effect from other factors.
• Example: Sales training leading to 12% increase in sales revenue or reduction in wastage by 15%.

Diagrammatic Representation

Level 1: Reaction -> Level 2: Learning -> Level 3: Behaviour -> Level 4: Results
(Simple)                                              (Complex & Valuable)

Assumptions & Criticisms

• Levels are sequential and hierarchical - each level's success depends on previous.
• Criticized as too simplistic, assumes causality, and ignores intervening variables and cost of evaluation at Level 3 & 4.

Conclusion

Despite criticisms, Kirkpatrick's model provides a simple, practical roadmap. For a 7-mark answer, organizations should ideally evaluate up to Level 3 or 4 to justify training investment, using New Kirkpatrick's addition of Return on Expectations (ROE) as extension.

Later extended by Phillips to add Level 5: ROI.