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says they are all right, and yet all wrong. All four levels are important in understanding the basic concepts in training. There are exceptions, however.
Evaluating
The reason for evaluating is to
The Four Levels represent a sequence of ways to evaluate (training) programs.As you move from one level to the next, the process becomes more difficult and time-consuming, but it also provides more valuable information. (Kirkpatrick, 1994, pg. 21)
Reaction:
is the measuring of the reaction of the participants in the training program. is a measure of customer satisfaction. (Kirkpatrick, 1994, pg. 21)
Learning:
is the change in the participants attitudes, or an increase in knowledge, or greater skills received, as a result of the participation of the program.
Learning
The measuring of learning in any training program is the determination of at least one of these measuring parameters: s Did the attitudes change positively? s Is the knowledge acquired related and helpful to the task? s Is the skill acquired related and helpful to the task?
Behavior
Level 3 attempts to evaluate how much transfer of knowledge, skills, and attitude occurs after the training.
s Knowledge
how to do it
s Work
s Reward
an opportunity to use the behavioral changes. s Make the decision to use the behavioral changes. s Decide whether or not to continue using the behavioral changes.
to evaluate
a control group s Allow time for change to occur s Evaluate before and after s Survey/interview observers s Get 100% response or sampling s Repeat evaluation, as appropriate s Consider cost versus benefits
Results
Level 4 is the most important and difficult of all - determining final results after training.
Evaluation Questions:
Increased production? s Improved quality? s Decreased costs? s Improved safety numbers? s Increased sales? s Reduced turnover? s Higher profits?
s
Case Study #1
INTEL CORPORATION
The Model
This implementation of the Kirkpatrick Model stands as vivid testimony to the versatility of the model as a training tool, and in developing fledgling training programs.
The Model
It also reflects the open-mindedness of the senior executives at Intel for their infinite use of the model and the use of the genius and visions of Kirkpatrick.
Case Study #2
of outdoor-based training program, not classroom. s Results analyzed statistically to determine the significance of any change. s Evaluation led to recommendations for future programs.
Post-test Questions
(1) Name three ways evaluation results can be measured. (2) Do all 4 Levels have to be used? (3) Do they have to be used in 1,2,3,4 order? (4) Is Kirkpatricks method of evaluation summative or formative? (5) Which developmental view does Kirkpatrick use? (discrepancy,
IF YOU THINK TRAINING IS EXPENSIVE, TRY IGNORANCE. and, remember, the definition of ignorance is repeating the same behavior, over and over, and expecting different results!