The Kirkpatrick model of learning

- What makes great training great training? It's when you show it's actually making a difference. And the only way to do this is to evaluate the training itself, and it's not as difficult as you may think. You just have to follow a structured process. And this process is really taken from something called the Kirkpatrick model. It's a way of thinking about training evaluation that divides the evaluation into four levels. I have taken these four levels, and I've organized a course around them. Each chapter addresses one of the four levels. This way, you can watch the course all the way through, or jump right into the level that fits your needs. Let's lay some groundwork here and talk about the Kirkpatrick model. It's a widely accepted framework. It's probably best known for analyzing and evaluating the results of training and educational programs. It takes into account any style of training, including informal or formal, instructor-led or E-learning, to determine the effectiveness of your training based on four evaluation criteria levels. The model is actually quite intuitive. It divides evaluation approaches into four levels, four categories if you will. When you're developing your training, you should consider how you'll evaluate it at all four levels. Even though you won't collect the data all at the same time, you need to make sure you have a plan in place so that you don't accidentally miss the opportunity. The first level measures participant reaction. Basically, how those taking your training react to it, or even if they were satisfied with it. If you ever completed some type of form or survey at the end of a training session, you've probably completed a level one evaluation. The second level is about evaluating the actual learning taking place during training. You may remember the tests you had to take in school, well, testing is a basic form of level two evaluation. But there's more to it. At the second level, you figure out if participants truly understood the training and whether they can actually apply the skill or do the task. Now, level three looks at if participants are utilizing what they learned at work. This is the level that gets leadership attention. Really, what you want to know is if they're actually applying it on the job. By changing or improving their behavior, you're actually helping people perform their work better. Finally, we have level four. At level four, you evaluate how the training contributes to larger organizational goals, think KPIs, company-wide initiatives, corporate values, all those things. It may seem a distant data point from the behavior you're specifically training, but it's actually the reason why you're doing any training in the first place. Results from a level four evaluation are evidence that the training had a positive impact on the business. All of these levels matter. They don't always matter in the same amount at the same time, but they all should be considered when developing your training.