1 Discussion Question,1 Summary and 1 Case study

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should conduct Level 3 evaluations for 20–30 percent of course offerings and Level 4 evaluations for 10 percent of course offerings. However, those are just guidelines. If your training department is having a credibility problem within your organization, you may choose to conduct Level 3 and Level 4 evaluations for most of your training initiatives until you firmly resolve the image problem. Why not 100 percent all of the time? The answer is that it is a practical matter of resources. We are operating within budget constraints; not just of dollars, but with limited training personnel to meet our organization’s needs. Level 3 and 4 evaluations can be time consuming to complete.

Kirkpatrick Model for Training Evaluation

Level of Evaluation Measures Answers the Question

Level 1 Reaction Did they like it?

Level 2 Learning Did they learn it?

Level 3 Behavior Did they use it?

Level 4 Results Did it make a difference?

Figure 7-2 The Kirkpatrick model for training evaluation.

Figure 7-3 Increase in levels of evaluation. Source: ASTD 2005 State of the Industry Report.

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However, being able to transform the traditional training function into a valued performance-oriented training function requires that professionals in the training department design and implement effective Level 3 and Level 4 evaluations. Chapter 8 provides several options for building this competency in the training organization. Successful execution of Level 3 and Level 4 evaluations also requires that management support the implementation of these evaluations by their own participation and by providing access to the employees whose behavior is being measured.

If it’s quantifiable, you should also calculate the return on investment. This calculation clearly defines your financial value to the organization and is in the language of your customers.

When the training department has a success story, publicize it. Describe it in newsletters, websites, e- mail, and presentations to employees and management. You can even submit the success story to a local or national trade journal. The communication should identify the knowledge or skill gap that existed, the structured learning event that was selected, the behavior change that was achieved, and the benefits received by the organization. The more success stories your department can share, the greater the confidence your customers will have that you’re committed not to just training, but to their overall business success. Once you’ve established that you’re both on the same team trying to achieve the same goal, you’ll have an easier time selling your services—not just training services, but other performance improvement services.

Step 3: Educate Management on the Factors That Influence Human PerformanceStep 3: Educate Management on the Factors That Influence Human Performance

A well-designed Level 3 evaluation not only can measure the behavior change that has occurred as a result of a learning event but also can determine what barriers to performance, if any, still exist in the workplace. Both data are important to communicate to management. The first part helps management recognize the training function’s commitment to follow-up and ensure that the new skills and knowledge transfer to the workplace. Identifying the remaining barriers to performance is the first step in educating management that training is not necessarily the sole solution to all performance problems. It gives you the