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Evaluating Training Programs

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Evaluating Training Programs

The Four Levels

Berrett-Koehler,

15 min read
10 take-aways
Text available

What's inside?

Are your firm’s training programs working? Here’s how to measure their reaction, learning, behavior, and results. In other words, did participants gain new skills, did their behavior change, and are they now more effective?

Editorial Rating

9

Qualities

  • Innovative
  • Applicable

Recommendation

Donald L. Kirkpatrick presents a system for evaluating the effectiveness of a training program. The system assesses four types of information: the reactions of the participants, the learning they achieved, changes in their behavior, and the final business results (such as increased production, improved quality, decreased costs, or higher profits). This solid, organized approach to evaluation includes guidelines, sample questionnaires, charts and formulas, as well as case studies of companies using this approach. However, because it is fairly dry and technical, this book primarily will interest those who run or rely upon training programs. The summaries of the first chapters - covering the evaluation system - can provide managers and executives with a general idea of this approach and the research involved. But getabstract particularly recommends this book to those leading training programs, because they can use its specific material as a reference when undertaking evaluations.

Summary

The Ten-Step Evaluation Process

You need the ability to evaluate training programs to determine their effectiveness. Upper-level executives and training managers must be able to make decisions based on whether or not a program worked. To end up with a solid training program, consider these 10 factors when you are planning and implementing training:

  • Determine needs - Using interviews or a survey, ask potential participants, their bosses and others familiar with the job what they need to know. Test the participants, or analyze their performance appraisal forms. With a survey, participants can quickly indicate their level of need for training on a particular subject. Compile these sums and create a weighted score for each category. Use this data to help you decide what training programs to establish. An advisory committee can help you decide what to cover. Keep them posted on evaluation results to deepen their knowledge and ability to help you.
  • Set objectives - Once you know what the needs are, establish objectives for the program according to the results you want, such as improvements in production, sales, quality, turnover, absenteeism, morale, quality ...

About the Author

Donald L. Kirkpatrick is a former national president of the American Society for Training and Development. He regularly conducts evaluation workshops. He has consulted on management training and development for companies including Blockbuster, Coca-Cola, Eastman Kodak, GE, and IBM. His previous books include How to Train and Develop Supervisors and How to Manage Change Effectively.

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