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James Kirk

ATD21 Speaker James Kirkpatrick

May 2018 - TD Magazine

Training for Mission Success

November 2016 - TD Magazine

Evaluation Blunders and Missteps to Avoid

Simple, isn’t it? All you need to do is show that your training is effective and that it has created training effectiveness. How can this be done, especially with limited time, money, and resources? A straightforward and time-tested model for accomplishing this is the Kirkpatrick Model, or the four levels. But this model requires some basic updating to address new world needs. Enter the New World Kirkpatrick Model LEVEL 4: RESULTSTo what degree targeted outcomes occur as a result of the learning event(s) and subsequent reinforcementLEVEL 3: BEHAVIORTo what degree participants apply what they learned during training when they are back on the jobLEVEL 2: LEARNINGTo what degree participants acquire the intended knowledge, skills, and attitudes based on their participation in the learning eventLEVEL 1: REACTIONTo what degree participants react favorably to the learning eventLevels 1 and 2 of the New World Kirkpatrick Model provide data related to effective training. These levels measure the quality of the training program and the degree to which it resulted in knowledge and skills that can be applied on the job. These measurements are useful primarily to the training function to measure internally the quality of the programs they design and deliver.Levels 3 and 4 provide the needed data related to training effectiveness. These levels measure on-the-job performance and subsequent business results that occur, in part, because of training and reinforcement. Training effectiveness data are key to demonstrating the value that the training program has contributed to the organization and are typically the type of data that key business stakeholders find valuable. You may be wondering why this piece introduced Level 4 first, and not Level 1. The reason is that this is how successful training professionals organize their work when planning, implementing, and evaluating training programs. Why the Old-School Way Isn’t Working When you start training with a focus on the Level 4 results you need to accomplish, efforts are automatically focused on what is most important. Conversely, if you follow the common, old-school approach to planning and implementing your training, thinking about how you will evaluate Level 1 reaction, then Level 2 learning, then Level 3 behavior . . . it’s easy to see why few people get to Level 4 results in this fashion. Set yourself apart from and ahead of the crowd by using the four levels upside down—start every project by first considering the leading indicators you plan to influence, and articulate how this will contribute to the Level 4 result of your organization. Then, think about what really needs to occur on the job to produce good results (Level 3). Consider next what training or other support is required for workers to perform well on the job (Level 2). Finally, consider what type of training will be conducive to imparting the required skills successfully (Level 1). To learn more about what is new about the Four Levels and how to create an effective training evaluation plan for any program so that you can show the organizational value of your work, check out the TD at Work “The Four Level—An Update.” Want to learn more about the most essential topics in learning and development and learning technologies? Check out our brand new event, Core 4, in New Orleans this September.

Updating the Four Levels for the New World

In tough economic times, training budgets are one of the first items to be reduced or cut altogether. Because of that, training must constantly reinvent itself and transcend the classroom to earn its budget and maintain its existence.Creating an effective training evaluation plan will show the organizational value of your work. An effective plan will ensure that your valuable, limited resources are dedicated to the programs that will create the most impact.Many may consider an effective training program to be one that is well-received and provides key information. However, as James and Wendy Kirkpatrick point out in “The Four Levels of Evaluation—An Update,” their February 2015 TD at Work, “More savvy training professionals realize that even the most well-designed and well-received training programs are of little use unless what is learned in training gets implemented on the job.”During Levels 1 and 2, reaction and learning, of the Kirkpatrick Four Levels of Evaluation, results are measured by the degree to which participants react favorably to the learning event, and the extent they acquire the intended knowledge and skills based on their participation in the learning event, respectively.Level 3, behavior, relates to what degree participants apply what they learned during training, when they are back on the job. The New World Level 3 behavior consists of three components: critical behaviors, required drivers, and on-the-job learning.Critical Behaviors: These are the few specific actions that, if performed consistently on the job, will have the greatest impact on organizational success. Two examples are conducting weekly team meetings to document project status and next steps, and completing safety tests to standard.Required Drivers: Required drivers are “processes and systems that reinforce, monitor, encourage, and reward performance of critical behaviors on the job.” These are critical to accomplishing what was learned during training on the job. Job aids, coaching, and recognition are examples of required drivers that reinforce, encourage, and reward desired actions.On-the-Job Learning: On-the-job learning gives employees an opportunity to share the responsibility for good performance. Creating a culture and an expectation that individuals are responsible for keeping skills sharp will encourage employees to be accountable as well as feel empowered.Finally, Level 4, results, is the degree to which targeted outcomes occur as a result of the learning event and subsequent reinforcement.

Showing Your Training Value

November 2016 - The Public Manager

Four Levels of Training Evaluation, James Kirkpatrick, Wendy Kirkpatrick, new four levels, New World Kirkpatrick Model, revised Kirkpatrick model

A New Evaluation Model for the New Way We Work

James Kirkpatrick is a thought leader and change driver in training evaluation and the creator of the New World Kirkpatrick Model. Using his 15 years of experience in the corporate world, including eight years as a corporate training manager, he trains and consults for corporate, government, military, and humanitarian organizations around the world. He is passionate about assisting learning professionals in redefining themselves as strategic business partners to become a viable force in the workplace. His latest book, co-authored with Wendy Kirkpatrick, is Kirkpatrick’s Four Levels of Training Evaluation (ATD Press).

James D. Kirkpatrick

Trainers and Job Satisfaction

James J. Kirk

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