Ever wondered what happens to your carefully crafted learning programs once they’re out in the wild? Do they make a splash, or barely cause a ripple? The truth is, without a solid evaluation strategy, it’s anyone’s guess. Evaluation is the unsung hero that separates truly impactful learning from glorified time-wasters. The Kirkpatrick Model is a framework that turns learning assessment into a powerful tool for improvement.
Kirkpatrick 101: A time-tested approach
Developed by Dr. Donald Kirkpatrick in the 1950s, this four-level model has been helping learning designers measure training effectiveness for decades. It’s comprehensive yet straightforward, offering a structured approach to evaluation.
The four levels are:
- Reaction: How did learners feel about the training?
- Learning: Did they actually learn something?
- Behaviour: Are they applying what they learned?
- Results: Is the training making a difference to the organisation?
Why it matters (beyond ticking boxes)
As learning designers, we’re not just here to create pretty slides or fun activities. We’re here to make a real impact. The Kirkpatrick Model helps you do just that by:
- Proving the value of your training programs
- Identifying areas for improvement
- Aligning learning objectives with business goals
- Showing stakeholders the return on investment (ROI)
As Kirkpatrick himself put it, “Evaluation is not an afterthought; it’s an integral part of the training process” (Kirkpatrick & Kirkpatrick, 2006).
Putting Kirkpatrick into practice
Let’s break down each level and explore how to implement it.
Level 1: Reaction
This is your chance to gauge how learners feel about the training. Are they engaged? Bored? Confused?
Tips:
- Use surveys or feedback forms immediately after the training
- Ask specific questions about content, delivery, and relevance
- Don’t forget to leave room for open-ended comments
Example: After a customer service training, ask participants to rate their satisfaction with the course content, facilitator, and practical exercises on a scale of 1-5, with space for additional comments.
Level 2: Learning
Here, you measure the knowledge or skills participants have gained.
Tips:
- Use pre and post-tests to measure knowledge gain
- Use practical exercises or simulations for skill-based training
- Consider peer or instructor evaluations for a well-rounded view
Example: For a new software training, have participants complete a series of tasks using the software before and after the training to measure improvement.
Level 3: Behaviour
This is where the rubber meets the road. Are your learners applying what they’ve learned on the job?
Tips:
- Conduct follow-up surveys with participants and their managers
- Use performance metrics or KPIs relevant to the training
- Implement on-the-job observation or coaching sessions
Example: Three months after a leadership training, survey participants’ direct reports about changes in their manager’s leadership behaviours.
Level 4: Results
The final level measures the impact of training on organisational goals.
Tips:
- Work with stakeholders to identify relevant business metrics
- Use control groups when possible to isolate training effects
- Be patient – results at this level can take time to manifest
Example: Six months after a sales training program, compare sales figures and customer satisfaction scores of trained vs. untrained sales representatives.
Pro tips for Kirkpatrick success
References
Kirkpatrick, D. L., & Kirkpatrick, J. D. (2006). Evaluating Training Programs: The Four Levels (3rd ed.). Berrett-Koehler Publishers.
