Interviews Module 05 – Live Chat Evaluating Training Programs: Kirkpatrick's 4 Levels. The four levels are: Reaction. Learning. Behavior. Results. Level 1: Reaction Kirkpatrick refers to Level 1 as a measure of customer satisfaction. Most of the forms that people fill out at the end of a class or workshop are instruments for measuring Level 1. Here are 8 guidelines that Kirkpatrick recommends to get maximum benefit from reaction sheets: 1. Determine what you want to find out 2. Design a form that will quantify reactions 3. Encourage written comments and suggestions 4. Get a 100 percent immediate response 5. Get honest responses 6. Develop acceptable standards 7. Measure reactions against standards and take the appropriate action 8. Communicate reactions as appropriate. Level 2: Learning Kirkpatrick defines learning as the extent to which participants change attitudes, increase knowledge, and/or increase skill as a result of attending a program. So to measure learning we need to determine the following: What knowledge was learned What skills were developed or improved What attitudes were changed Here are guidelines for evaluating learning: 1. Use a control group if it is practical 2. Evaluate knowledge, skills, and/or attitudes both before and after the program. Use a paper and pencil test to measure knowledge and attitudes and use a performance test to measure skills. 3. Get a 100 percent response 4. Use the results of the evaluation to take appropriate action. Level 3: Behavior Level three can be defined as the extent to which a change in behavior has occurred because someone attended a training program. In order for change in behavior to occur, four conditions are necessary: The person must have a desire to change The person must know what to do and how to do it The person must work in the right climate The person must be rewarded for changing Level 4: Results This involves measuring the final results that occurred because a person attended a training session. This can include increased production, improved work quality, reduced turnover, etc. Here are some guidelines for evaluating results: 1. Use a control group if it is practical 2. Allow time for results to be achieved 3. Measure both before and after the program if it is practical 4. Repeat the measurement at appropriate times 5. Consider cost versus benefit 6. Be satisfied with evidence if proof is not possible The Link Between Performance Management and Employee Engagement. Why does employee engagement matter? Companies with high engagement experience… 16% higher profitability 37% lower absenteeism 2.5 times higher revenues 65% reduction in turnover 18% increase in productivity Three key drivers of engagement Connection: An employee’s connection to their boss, company and job Recognition: Compensation, appreciation and acknowledgment of achievements Performance: Development, feedback and profess.

1. Interviews
Module 05 – Live Chat
Evaluating Training Programs: Kirkpatrick's 4 Levels.
The four levels are:
Reaction.
Learning.
Behavior.
Results.
Level 1: Reaction
Kirkpatrick refers to Level 1 as a measure of customer
satisfaction. Most of the forms that people fill out at the end of
a class or workshop are instruments for measuring Level 1. Here

2. are 8 guidelines that Kirkpatrick recommends to get maximum
benefit from reaction sheets:
1. Determine what you want to find out
2. Design a form that will quantify reactions
3. Encourage written comments and suggestions
4. Get a 100 percent immediate response
5. Get honest responses
6. Develop acceptable standards
7. Measure reactions against standards and take the appropriate
action
8. Communicate reactions as appropriate.
Level 2: Learning
Kirkpatrick defines learning as the extent to which participants
change attitudes, increase knowledge, and/or increase skill as a
result of attending a program. So to measure learning we need
to determine the following:
What knowledge was learned
What skills were developed or improved
What attitudes were changed
Here are guidelines for evaluating learning:
1. Use a control group if it is practical
2. Evaluate knowledge, skills, and/or attitudes both before and
after the program. Use a paper and pencil test to measure
knowledge and attitudes and use a performance test to measure
skills.
3. Get a 100 percent response
4. Use the results of the evaluation to take appropriate action.

3. Level 3: Behavior
Level three can be defined as the extent to which a change in
behavior has occurred because someone attended a training
program. In order for change in behavior to occur, four
conditions are necessary:
The person must have a desire to change
The person must know what to do and how to do it
The person must work in the right climate
The person must be rewarded for changing
Level 4: Results
This involves measuring the final results that occurred because
a person attended a training session. This can include increased
production, improved work quality, reduced turnover, etc.
Here are some guidelines for evaluating results:
1. Use a control group if it is practical
2. Allow time for results to be achieved
3. Measure both before and after the program if it is practical
4. Repeat the measurement at appropriate times
5. Consider cost versus benefit
6. Be satisfied with evidence if proof is not possible

4. The Link Between Performance Management and Employee
Engagement.
Why does employee engagement matter?
Companies with high engagement experience…
16% higher profitability
37% lower absenteeism
2.5 times higher revenues
65% reduction in turnover
18% increase in productivity
Three key drivers of engagement
Connection: An employee’s connection to their boss, company
and job
Recognition: Compensation, appreciation and acknowledgment
of achievements
Performance: Development, feedback and professional growth
Why direct managers exert the most influence?
Because direct managers are involved in the day-to-day
performance management of employees, they are critical to
driving engagement.
To engage employees and improve productivity, managers

5. should:
Give high-quality informal feedback
Accurately evaluate employee performance
Articulate clear organizational goals
Create clear work plans and timetables
CriteriaWeightReport is 4 - 6 pages in length5The report
addresses each of the following questions:
Why did you select this individual to interview, what is their
job title and how long have they been in the role?
In the interviewee's opinion, why was the training conducted?
Did the interview feel the training contained clear objectives,
were these shared with participants?
Was the interviewee's supervisor included in the training? Why
or why not?
What was the interviewee's initial feeling when notified of the
training?
Does the interviewee feel there were changes in attitude,
performance, or behavior by them or their co-workers (if
applicable) as a result of the training?
Was there any follow up by the training facilitator or supervisor
in the weeks or months following the training?
Does the interviewee feel additional training is needed?90Paper
is in APA format and contains minimal spelling and grammar
errors5Total100