Transferring Learning to Behavior:
Using the Four Levels to Improve
Performance by James D Kirkpatrick
Highly Recommended Take On Connecting Training And Implementation
Since its creation in 1959, Donald Kirkpatricks four-level model for
evaluating training programs — reaction, learning, behavior, and results —
has become the most widely used approach to training evaluation in the
corporate, government, and academic worlds. However, trainers today are
feeling increased pressure to prove whether instruction is worth its cost.
And calculating and presenting results (Step 4) becomes tricky when,
despite training, workers arent fulfilling Step 3: applying what theyve
learned to their behavior. This book takes on this age-old challenge, first
examining why learned concepts dont make it into practice, then offering
solutions that will work in the real world. Coauthor James Kirkpatrick, a
training practitioner, introduces five prerequisites that help an organization
achieve ultimate training success. He includes practical examples (such as
Toyota and Nextel) from his own work, plus 12 best-practice case studies.

Personal Review: Transferring Learning to Behavior: Using the
Four Levels to Improve Performance by James D Kirkpatrick
This book shows how to make training a key player in achieving
organizational improvement and business success. It operationalizes a
previous publication by the authors, "Evaluating Training Programs" (new
edition available from Berrett-Koehler), which set forth a Four Level Model
for evaluation. The model consists of: 1. reaction of trainees; 2. extent to
which learning has occurred; 3. extent to which behavior has changed as
an outcome of the program; and 4. extent to which organizational
performance results have been effective in operational and business terms
(e.g., improvements in quality, productivity, retention, efficiency, growth,
and profitability). The current work recommends that training professionals
think in strategic terms by starting with the level 4, working in collaboration
with line managers to determine business and organizational outcomes
that are desired. Then, work backwards, defining the behaviors that are
needed to achieve targeted goals (level 3) followed by identifying the
knowledge, skills and attitudes targeted employees require to behave
(perform) accordingly (level 2), and finally, (level 1) how to get people to
come and be receptive to change. The book recasts training in the
strategic organizational/business role of improving, growing, and making
the enterprise more successful. The book is filled with to-the-point
principles, guidelines, ideas and insights. A vast number of subjects are
addressed, such as a learning culture and reward reinforcement.
One of many cases presented spotlights key drivers of success: 1. a
strategic perspective (achieving a business result); 2. aligning priorities of
line management with trainers; 3. strong ownership by line management of
the program; 4. strong line-of-sight of trainees between learning, actions
(performance), and rewards, and 5. management action.
This is an important book, rich with valuable content. Very highly
recommended.
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