SIMPLISTIC APPROACH OF KIRK PATRICKPresented by,

RHIMY C. RAJANMACFAST

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. Kirkpatrick developed a model of training evaluation in 1959. Donald Kirkpatrick's 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

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

Level 1: Reactions

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

• 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.

Level 3: Behaviour

• 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 program led to final results, especially business results that contribute to the “bottom line” (i.e., business profits).

Level 4: Results

Level four evaluation attempts to assess training in terms of business results. In this case, sales transactions improved steadily after training for sales staff

occurred in April 1997.  

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.