SIMPLISTIC APPROACH OF KIRK PATRICK Presented by, RHIMY .C. RAJAN
Dr. Donald L Kirkpatrick Born on 15 March 1924- Richland Center, USA. Education: University of Wisconsin-Madison, B.B.A., 1948, M.B.A., 1949, Ph.D., 1954 Career status : Professor Emeritus of the University of Wisconsin in the United States. Past President for the American Society for Training and Development . Training Director of International Minerals Chemical Corp. HR Manager of Bendix Products Aerospace.
Kirkpatrick Kirkpatrick developed a model of training evaluation in 1959. Donald Kirkpatricks 1975 book “Evaluating Training Programs” defined his originally published ideas of 1959. The most widely used approach. Simple 4-level model
Four Levels Level I: Evaluate Reaction Level II: Evaluate Learning Level III: Evaluate Behavior Level IV: Evaluate Results Fifth level was recently “added” for return on investment (“ROI”) but this was not in Kirkpatrick’s original model
Level 1: Reactions Assesses the reaction of the trainees to the training experience. Focuses on the trainees’ immediate response to training programmes. The purpose of measuring reaction is to ensure that learners are motivated and interested in learning. Measurement of participants’ reactions or attitudes toward specific components of the program, such as the instructor, topics, presentation style, schedule, audiovisuals, etc
Key Questions:• What was the learners reaction to the learning environment? Did they like it?• Did the trainees feel that the training was worth their time?• Did they think that it was successful?• What were the biggest strengths of the training, and the biggest weaknesses?• Did they like the venue and presentation style? Data Sources:• Completed participant feedback questionnaire• Informal comments from participants• Surveys• Interviews
ADVANTAGES OF• Help to know how the participants felt about the training event.• It may point out content areas that trainees felt were missing from the training event.• It can provide information about overall participant reaction as well as participant feedback and evaluation of specific aspects of the training event.• Detailed level one evaluation can provide information that can be used to improve future versions of the training program (e.g., you can fix the things the participants disliked about the program and add the things they felt was missing).
Level 2: Learning Consists of two aspects. First is learning and second is the demonstration of learning. Learning is the extent to which participants change attitudes, improve knowledge, and increase skill as a result of attending the programme. Demonstration aspect of training content portrays the new skills or behaviour of trainees. The evaluation should focus on measuring what was covered in the training event (i.e. the learning objectives). Knowledge Skills Attitudes
Key Questions:• Did the participants learn what was intended to be taught?• What is the extent of advancement or change in the participants after the training?• Were there any particular barriers to or promoters of learning?• What attitudes of participants were changed? Data Sources:• pre- and post-test scores• on-the-job assessments• supervisor reports
ADVANTAGES OF• Help to make judgements and recommentations about the relevance and quality of the training programme and the suitability of the assessments, tests etc used as a part of the programme.• It can also provide key diagnostic information where there has been a breakdown in the process of transferring learning to the workplace.• Demonstrating participant learning should help trainers in promoting their training programme.• Detailed level two evaluation can provide information that can be used to improve future versions of the training programme.• Knowledge of level two evaluation can help in interpreting the results of level three evaluation .
Level 3: Behaviour• Behavior is the action that is performed.• Behavior will only change if conditions are favorable.• Level three evaluation specifically involves measuring the transfer of knowledge, skills, and attitudes from the training context to the workplace.• The goal is to find out if training program participants change their on- the-job-behavior (OJB) as a result of the training programme.
Key Questions:• Did the trainees put any of their learning to use?• Are trainees able to teach their new knowledge, skills, or attitudes to other people?• Are trainees aware that theyve changed their behavior? Data Sources:• completed self-assessment questionnaire.• on-the-job observation.• reports from customers, peers and supervisors.
ADVANTAGES OF• Provides measurement of actual behavior on the job, rather than only measuring or demonstrating positive reaction and/or learning.• Level three data provides insight into the transfer of learning from the training programme to the to the work environment .• Useful to find out the barriers encountered when attempting to implement the new techniques learned in the programme.• In many situations, evidence of level one outcomes, level two outcomes, and level three outcomes will be sufficient evidence of the merit and usefulness of a training program.
Level 4: Results• Measures the result of training as it relates to factors such as sales, productivity, profit, costs, employee turnover, and product/service quality.• Level four assess results that include both the impact of training on an organization and the return on investment (ROI).• Stage when the evaluation process enters into the business metrices.• Here your goal is to find out if the training Level four evaluation attempts to assess program led to final results, especially training in terms of business results. In business results that contribute to the “bottom this case, sales transactions improved steadily after training for sales staff line” (i.e., business profits). occurred in April 1997.
Key Questions:• Did the trainees achieve the desired outcomes of the programme of study?• Did it impact the bottom line?• Were there fewer grievances and complaints? Data Sources:• financial reports• quality inspections• interview with department heads
ADVANTAGES OF Informs about the "return" the organization receives from the training. Helps to measure the success of the training programme. It assess “ bottom line” final results. It yields the most valuable information about the effectiveness of training. Decision-makers prefer the "result," . It evaluates the impact that training has upon the organization.
CONCLUSION BENEFITS• Fairly simplified model• Easier to conceptualize• Established, familiar and popular CRITICISMS• Too simplistic• The model is incomplete.• Evidence does not support that the levels have a casual relationship.• Incremental importance of information.