The Kirkpatrick assessment model evaluates the effectiveness of training programmes. Learn how to use it with these tips from Eleanor Hecks
The Kirkpatrick model is an evaluation tool that has set many learning and development (L&D) professionals up for success. It is a proven method that training managers have used to increase skills and knowledge across various workplace topics. Whether new to the model or looking to refine evaluation practices, understanding this assessment model in-depth is the first step to maximising the success of training programmes.
Incorporating the Kirkpatrick model into a training programme offers a strategic guide for evaluating and enhancing its effectiveness
Understanding the Kirkpatrick model
The Kirkpatrick model evaluates the effectiveness of training programmes. Developed by Dr. Donald Kirkpatrick in the late 1950s, it has become a foundational assessment method in the L&D field. Due to its comprehensive and practical approach, it offers a systematic way to measure the impact of training on learners and the organisation.
Even after all these years, the Kirkpatrick training model is one of the most highly regarded practices for studying training programmes. In fact, multiple studies have found a positive link between this evaluation framework and behaviour, suggesting that L&D professionals achieve the desired results in training programmes.
These results are achieved by assessing four levels of high-quality evaluation:
- Reaction.
- Learning.
- Behaviour.
- Results.
Each provides a different perspective on the training’s effectiveness. By addressing the levels individually, L&D professionals can make a strong evaluation of the training. As such, it allows them to ensure their programmes deliver more meaningful and measurable results.
The four levels of the Kirkpatrick model
Within each level of the Kirkpatrick model, a range of assessments exist.
1. Reaction
The first level focuses on gauging participants’ initial responses to the training programme. Reaction aims to capture the learners’ immediate impressions, satisfaction and engagement with the training content and delivery. Measuring these is crucial because positive reactions indicate a higher likelihood of being open to learning. It also provides insights into areas for improvement.
Yet, how you implement reaction-level assessments to evaluate learner responses can affect the outcome. For instance, a study showed that under 10% of students gave open-ended responses regarding their course or professor when the professor handed out a paper assessment. However, 63% of students completed their open-ended commentary via a survey when they administered the same evaluation online.
Therefore, collecting formal surveys and questionnaires, specifically in a digital format, can provide L&D professionals with a deep understanding of initial learner reactions versus informal discussions.
2. Learning
The next level assesses the degree to which participants have acquired the intended knowledge, skills and attitudes from the training programme. This level is essential because it measures the actual learning outcomes rather than the participants’ training perceptions.
To evaluate learning, training specialists typically use pre and post-training assessments, quizzes and practical exercises. These tools can determine whether the participants have gained new insights and developed critical skills. It also looks at their change in attitudes as intended. Measurement at this level ensures learning consultants have achieved training content and learning objectives.
3. Behaviour
Level three examines how much participants have applied what they learnt when returning to their workplace. Behaviour is key to measure, as it provides insight into whether the training has effectively improved their behaviours and job performance.
Evaluation often involves observing participants on the job, conducting follow-up interviews and seeking supervisor feedback. Key indicators at this stage include changes in work habits, improved job efficacy and skills application. This measurement enables development managers to understand the real-world impact of their training programmes and identify barriers to implementation.
4. Results
The final level seeks to evaluate the overall impact of the training on organisational goals and outcomes. Essentially, it focuses on the tangible benefits the training programme brings to the organisation, such as increased productivity or higher sales. Learning strategists measure the results through key performance indicators and other metrics that align with the company’s objectives.
For instance, this may involve comparing pre and post-training performance data or assessing long-term impacts on business outcomes. Linking the training outcomes to the organisational results provides a clear picture of the training programme’s return on investment.
The Kirkpatrick model in action
While the Kirkpatrick model can be useful for evaluating existing training programmes, L&D consultants can also use it if they are starting from scratch. Many can implement the four levels by starting with the last stage first.
This way, they can identify the outcomes they hope to achieve from the training and then design their programme to ensure they meet those desired results. Here is what that would look like in action.
1. Define desired results
Start with defining the ultimate goals that the training programme should achieve. These could be organisational objectives, such as improved customer satisfaction or enhanced employee retention. After all, knowing the results to obtain will set the tone for the training programme’s design.
2. Identify behavioural changes
Next, determine the specific behaviours that need to change to achieve the desired results. This involves identifying the actions participants need to adopt or improve upon after the training. Collaborate with managers to pinpoint these behaviours and ensure they are realistically attainable within the workplace.
3. Design learning objectives
Once identified, there will be a development of measurable learning objectives for participants to achieve. These objectives should be specific, measurable, relevant and time-bound (SMART). Create training content and activities to meet these objectives effectively.
4. Plan for reaction
Finally, L&D consultants can design their training programme to engage and satisfy participants at this stage. Consider how to make the training relevant for learners. Various methods include interactive sessions and multimedia resources to engage participants.
Many training professionals also incorporate real-life examples and stories to gauge their interest. Once complete, plan to collect immediate feedback from learners to understand their reactions and make adjustments as needed.
Implement and evaluate: 3 best-practice tips
When conducting the training programme, execute the four evaluation levels to continuously assess its effectiveness. Collect data at each level and analyse the results to find areas of improvement. This feedback will enable refinement of future training initiatives, ensuring alignment with the objectives and providing measurable results. To make the most of the Kirkpatrick evaluation model, training professionals can implement the following best practices.
1. Research
One way to implement the Kirkpatrick model effectively is to utilise the resources on the Kirkpatrick Partners website. This site offers a wealth of information, including detailed guides, case studies and other resources.
Additionally, the website provides access to training events and certification programmes that can further enhance expertise. Learning more about how to apply this evaluation model will benefit in the long run. When L&D specialists learn from the best, they can drive effective training programmes and professional success.
2. Use reporting effectively
Reporting on the Kirkpatrick model can be challenging, especially if audiences have little interest in the theory behind evaluating training programmes. Instead, they often want to know if the training worked.
A common issue is that many trainers only focus on the first two levels – reaction and learning – because they are easiest to measure and report. However, comprehensive reporting includes all four levels to demonstrate the full impact of the training.
One way to overcome this challenge is to use mixed methods. Combine quantitative data – such as test scores and performance metrics – with qualitative data like feedback. Qualitative insights can add depth to the numbers and highlight personal success stories.
3. Ensure job satisfaction
One study found that job enrichment should be part of a strategy, especially when implementing level three. Employees’ satisfaction greatly influences how they apply what they have learnt in training. When workers find their roles more fulfilling, they are more likely to embrace new behaviours and apply newly acquired skills.
Utilising the Kirkpatrick model for effective training
Incorporating the Kirkpatrick model into a training programme offers a strategic guide for evaluating and enhancing its effectiveness. However, it takes time to understand the four levels before an L&D professional can ensure their training initiatives are engaging and impactful. Yet, once they follow the best practices, they can use this model to drive continuous improvement and the value of their training efforts.
Eleanor Hecks is Editor-in-Chief at Designerly Magazine
