Level 3: Behavior
This step is crucial for understanding the true impact of the training.
It measures behavioral changes after learning and shows if the learners are taking what they learned in training and applying it as they do their job.
It also looks at the concept of required drivers. That is, “processes and systems that reinforce, encourage and reward the performance of critical behaviors on the job.”
The results of this assessment will demonstrate not only if the learner has correctly understood the training, but it also will show if the training is applicable in that specific workplace.
This is because, often, when looking at behavior within the workplace, other issues are uncovered. If a person does not change their behavior after training, it does not necessarily mean that the training has failed.
It might simply mean that existing processes and conditions within the organization need to change before individuals can successfully bring in a new behavior.
Tips for Implementing Level 3: Behavior
- The most effective time period for implementing this level is 3 – 6 months after the training is completed. Any evaluations done too soon will not provide reliable data.
- Use a mix of observations and interviews to assess behavioral change.
- Be aware that opinion-based observations should be minimized or avoided, so as not to bias the results.
- To begin, use subtle evaluations and observations to evaluate change. Once the change is noticeable, more obvious evaluation tools, such as interviews or surveys, can be used.
- Have a clear definition of what the desired change is – exactly what skills should be put into use by the learner? How is mastery of these skills demonstrated?
- Other questions to keep in mind are the degree of change and how consistently the learner is implementing the new skills. Will this be a lasting change?
- Evaluations are more successful when folded into present management and training methods.
Level 4: Results
This level focuses on whether or not the targeted outcomes resulted from the training program, alongside the support and accountability of organizational members.
For each organization, and indeed, each training program, these results will be different, but can be tracked using Key Performance Indicators. Some examples of common KPIs are increased sales, decreased workers comp claims, or a higher return on investments.
This level also includes looking at leading indicators. These are “short-term observations and measurements suggesting that critical behaviors are on track to create a positive impact on desired results.”
Tips for Implementing Level 4: Results
- Before starting this process, you should know exactly what is going to be measured throughout, and share that information with all participants.
- If possible, use a control group.
- Don’t rush the final evaluation – it’s important that you give participants enough time to effectively fold in the new skills.
- It is key that observations are made properly, and that observers understand the training type and desired outcome.
- You can ask participants for feedback, but this should be paired with observations for maximum efficacy.
- Especially in the case of senior employees, yearly evaluations and consistent focus on key business targets are crucial to the accurate evaluation of training program results.
At all levels within the Kirkpatrick Model, you can clearly see results and measure areas of impact. This analysis gives organizations the ability to adjust the learning path when needed and to better understand the relationship between each level of training. The end result will be a stronger, more effective training program and better business results.