Interview

Level 1: Reaction

Kirkpatrick refers to Level 1 as a measure of customer satisfaction. Most of the forms that people fill out at the end of a class or workshop are instruments for measuring Level 1. Here are 8 guidelines that Kirkpatrick recommends to get maximum benefit from reaction sheets:

1. Determine what you want to find out 2. Design a form that will quantify reactions 3. Encourage written comments and suggestions 4. Get a 100 percent immediate response 5. Get honest responses 6. Develop acceptable standards 7. Measure reactions against standards and take the appropriate action 8. Communicate reactions as appropriate.

Level 2: Learning

Kirkpatrick defines learning as the extent to which participants change attitudes, increase knowledge, and/or increase skill as a result of attending a program. So to measure learning we need to determine the following:

What knowledge was learned

What skills were developed or improved

What attitudes were changed

Here are guidelines for evaluating learning:

1. Use a control group if it is practical 2. Evaluate knowledge, skills, and/or attitudes both before and after the program. Use a paper and pencil test to measure knowledge and attitudes and use a performance test to measure skills. 3. Get a 100 percent response 4. Use the results of the evaluation to take appropriate action.

Level 3: Behavior

Level three can be defined as the extent to which a change in behavior has occurred because someone attended a training program. In order for change in behavior to occur, four conditions are necessary:

The person must have a desire to change

The person must know what to do and how to do it

The person must work in the right climate

The person must be rewarded for changing

Level 4: Results

This involves measuring the final results that occurred because a person attended a training session. This can include increased production, improved work quality, reduced turnover, etc.

Here are some guidelines for evaluating results:

1. Use a control group if it is practical 2. Allow time for results to be achieved 3. Measure both before and after the program if it is practical 4. Repeat the measurement at appropriate times 5. Consider cost versus benefit 6. Be satisfied with evidence if proof is not possible

The Link Between Performance Management and Employee Engagement.

Why does employee engagement matter?

Companies with high engagement experience…

16% higher profitability

37% lower absenteeism

2.5 times higher revenues

65% reduction in turnover

18% increase in productivity

Three key drivers of engagement

Connection: An employee’s connection to their boss, company and job

Recognition: Compensation, appreciation and acknowledgment of achievements

Performance: Development, feedback and professional growth

Why direct managers exert the most influence?

Because direct managers are involved in the day-to-day performance management of employees, they are critical to driving engagement.

To engage employees and improve productivity, managers should:

Give high-quality informal feedback

Accurately evaluate employee performance

Articulate clear organizational goals

Create clear work plans and timetables