Kirkpatrick Evaluation Method 09/06/22 17.

51

Kirkpatrick Evaluation Method

Donald Kirkpatrick
Donald L Kirkpatrick, Professor Emeritus, University Of Wisconsin (where
he achieved his BBA, MBA and PhD), first published his ideas in 1959 in a
series of articles in the Journal of American Society of Training Directors.

The articles were subsequently included in Kirkpatrick's book Evaluating

Training Programs (originally published in 1994; now in its 3rd edition -
Berrett-Koehler Publishers).

Donald Kirkpatrick was president of the American Society for Training

and Development (ASTD) in 1975. Kirkpatrick has written several other
significant books about training and evaluation, more recently with his
similarly inclined son James, and has consulted with some of the world's
largest corporations.

Donald Kirkpatrick's 1994 book Evaluating Training Programs defined his

originally published ideas of 1959, thereby further increasing awareness
of them, so that his theory has now become arguably the most widely
used and popular model for the evaluation of training and learning.
Kirkpatrick's four-level model is now considered an industry standard
across the HR and training communities.

More recently Don Kirkpatrick formed his own company, Kirkpatrick

Partners, whose website provides information about their services and
methods.

Kirkpatrick's 'Four Levels' Model

The four levels of Kirkpatrick's evaluation model essentially measure:

https://www.businessballs.com/training-assessment-and-quality-assurance/kirkpatrick-evaluation-method/ Page 1 of 13
Kirkpatrick Evaluation Method 09/06/22 17.51

Reaction of student - what they thought and felt about the training
Learning - the resulting increase in knowledge or capability
Behaviour - extent of behaviour and capability improvement and
implementation/application
Results - the effects on the business or environment resulting from
the trainee's performance

All these measures are recommended for full and meaningful evaluation
of learning in organisations, although their application broadly increases
in complexity, and usually cost, through the levels from level 1-4.

Quick Training Evaluation and Feedback Form, based on Kirkpatrick's

Learning Evaluation Model - (Excel file)

Evaluation Overview
This grid illustrates the basic Kirkpatrick structure at a glance. The
second grid, beneath this one, is the same thing with more detail.

Evaluation
Evaluation Examples of
type (what Relevance and
Level description and evaluation tools
is practicability
characteristics and methods
measured)
Reaction 'Happy sheets',
evaluation is how Quick and very
feedback forms.
the delegates easy to obtain.
1 Reaction felt about the Verbal reaction,
Not expensive
training or post-training
to gather or to
learning surveys or
analyse.
experience. questionnaires.

Typically Relatively
Learning assessments or simple to set
evaluation is the tests before and up; clear-cut for
measurement of after the training. quantifiable
2 Learning the increase in skills.
knowledge - Interview or
observation can Less easy for
https://www.businessballs.com/training-assessment-and-quality-assurance/kirkpatrick-evaluation-method/ Page 2 of 13
Kirkpatrick Evaluation Method 09/06/22 17.51

before and after. also be used. complex

learning.
Observation and
interview over Measurement
Behaviour
time are required of behaviour
evaluation is the
to assess change typically
extent of applied
3 Behaviour change, requires
learning back on
relevance of cooperation
the job -
change, and and skill of line-
implementation.
sustainability of managers.
change.
Measures are
already in place Individually not
Results difficult; unlike
via normal
evaluation is whole
management
the effect on the organisation.
4 Results systems and
business or
reporting - the
environment by Process must
challenge is to
the trainee. attribute clear
relate to the
accountabilities.
trainee.

Four Levels of Training Evaluation

This grid illustrates the Kirkpatrick's structure detail, and particularly the
modern-day interpretation of the Kirkpatrick learning evaluation model,
usage, implications, and examples of tools and methods. This diagram is
the same format as the one above but with more detail and explanation:

Examples of
Evaluation Evaluation
evaluation Relevance and
level and description and
tools and practicability
type characteristics
methods
Reaction
evaluation is how the
Typically
delegates felt, and
'happy sheets'.
their personal
reactions to the
Feedback
training or learning Can be done
forms based
experience, for immediately the
https://www.businessballs.com/training-assessment-and-quality-assurance/kirkpatrick-evaluation-method/ Page 3 of 13
Kirkpatrick Evaluation Method 09/06/22 17.51

example: on subjective training ends.

personal
Did the trainees like reaction to the Very easy to obtain
and enjoy the training? training reaction feedback
experience.
Did they consider the Feedback is not
training relevant? Verbal reaction expensive to gather
which can be or to analyse for
Was it a good use of noted and groups.
their time? analysed.
1. Important to know
Reaction Did they like the Post-training that people were not
venue, the style, surveys or upset or
timing, domestics, questionnaires. disappointed.
etc?
Online Important that people
Level of participation. evaluation or give a positive
grading by impression when
Ease and comfort of relating their
delegates.
experience. experience to others
Subsequent who might be
Level of effort required
verbal or deciding whether to
to make the most of
written reports experience same.
the learning.
given by
Perceived delegates to
practicability and managers back
potential for applying at their jobs.
the learning.

Typically
assessments
or tests before
and after the
training.

Interview or
observation
can be used
before and
Learning after although Relatively simple to
evaluation is the this is time- set up, but more
measurement of consuming and investment and
the increase in can be thought required than
knowledge or inconsistent. reaction evaluation.

https://www.businessballs.com/training-assessment-and-quality-assurance/kirkpatrick-evaluation-method/ Page 4 of 13
Kirkpatrick Evaluation Method 09/06/22 17.51

intellectual Methods of Highly relevant and

capability from before assessment clear-cut for certain
to after the learning need to be training such as
experience: closely related quantifiable or
to the aims of technical skills.
Did the trainees learn the learning.
2. what what intended to Less easy for more
Learning be taught? Measurement complex learning
and analysis is such as attitudinal
Did the trainee possible and development, which
experience what was easy on a is famously difficult to
intended for them to group scale. assess.
experience?
Reliable, clear Cost escalates if
What is the extent of scoring and systems are poorly
advancement or measurements designed, which
change in the trainees need to be increases work
after the training, in established, so required to measure
the direction or area as to limit the and analyse.
that was intended? risk of
inconsistent
assessment.

Hard-copy,
electronic,
online or
interview style
assessments
are all possible.

Observation
and interview
over time are
required to
assess change,
relevance of
change, and
sustainability
of change.

Arbitrary
snapshot
assessments

https://www.businessballs.com/training-assessment-and-quality-assurance/kirkpatrick-evaluation-method/ Page 5 of 13
Kirkpatrick Evaluation Method 09/06/22 17.51

are not reliable

because
people change
in different
ways at
different times.

Assessments
need to be
subtle and
ongoing, and
then
transferred to
a suitable
analysis tool. Measurement of
behaviour change is
Assessments less easy to quantify
need to be and interpret than
designed to reaction and learning
reduce evaluation.
Behaviour
subjective
evaluation is the Simple quick
judgement of
extent to which the response systems
the observer or
trainees applied the unlikely to be
interviewer,
learning and changed adequate.
which is a
their behaviour, and
variable factor
this can be Cooperation and skill
that can affect
immediately and of observers, typically
reliability and
several months after line-managers, are
consistency of
the training, important factors,
measurements.
depending on the and difficult to
situation: The opinion of control.
the trainee,
Did the trainees put Management and
which is a
their learning into analysis of ongoing
relevant
effect when back on subtle assessments
indicator, is
the job? are difficult, and
also subjective
and unreliable, virtually impossible
Were the relevant without a well-
skills and knowledge and so needs
to be designed system
used from the beginning.
measured in a
3. Was there noticeable consistent
Behaviour Evaluation of
and measurable defined way.
implementation and
change in the activity
https://www.businessballs.com/training-assessment-and-quality-assurance/kirkpatrick-evaluation-method/ Page 6 of 13
Kirkpatrick Evaluation Method 09/06/22 17.51

and performance of 360-degree application is an

the trainees when feedback is extremely important
back in their roles? useful method assessment - there is
and need not little point in a good
Was the change in be used before reaction and good
behaviour and new training, increase in capability
level of knowledge because if nothing changes
sustained? respondents back in the job,
can make a therefore evaluation
Would the trainee be judgement as in this area is vital,
able to transfer their to change after albeit challenging.
learning to another training, and
person? this can be Behaviour change
analysed for evaluation is possible
Is the trainee aware of given good support
groups of
their change in and involvement from
respondents
behaviour, knowledge, line managers or
and trainees.
skill level? trainees, so it is
Assessments helpful to involve
can be them from the start,
designed and to identify
around benefits for them,
relevant which links to the
performance level 4 evaluation
scenarios, and below.
specific key
performance
indicators or
criteria.

Online and
electronic
assessments
are more
difficult to
incorporate -
assessments
tend to be
more
successful
when
integrated
within existing
management
https://www.businessballs.com/training-assessment-and-quality-assurance/kirkpatrick-evaluation-method/ Page 7 of 13
Kirkpatrick Evaluation Method 09/06/22 17.51

and coaching
protocols.

Self-
assessment
can be useful,
using carefully
designed
criteria and
measurements.
It is possible
that many of
these
measures are
already in
place via
normal
management
systems and
reporting.

The challenge
is to identify
which and how
relate to to the
trainee's input
and influence.

Results evaluation is Therefore it is

the effect on the important to
business or identify and Individually, results
environment resulting agree evaluation is not
from the improved accountability particularly difficult;
performance of the and relevance across an entire
trainee - it is the acid with the organisation it
test. trainee at the becomes very much
start of the more challenging, not
Measures would training, so least because of the
typically be business they reliance on line-
or organisational key understand management, and the
performance what is to be frequency and scale
indicators, such as: measured. of changing
4. structures,
Volumes, values,
https://www.businessballs.com/training-assessment-and-quality-assurance/kirkpatrick-evaluation-method/ Page 8 of 13
Kirkpatrick Evaluation Method 09/06/22 17.51

Results percentages, This process responsibilities and

timescales, return on overlays roles, which
investment, and other normal good complicates the
quantifiable aspects of management process of attributing
organisational practice - it clear accountability.
performance, for simply needs
instance; numbers of linking to the Also, external factors
complaints, staff training input. greatly affect
turnover, attrition, organisational and
failures, wastage, non- Failure to link business
compliance, quality to training performance, which
ratings, achievement input type and cloud the true cause
of standards and timing will of good or poor
accreditations, greatly reduce results.
growth, retention, etc. the ease by
which results
can be
attributed to
the training.

For senior
people
particularly,
annual
appraisals and
ongoing
agreement of
key business
objectives are
integral to
measuring
business
results derived
from training.

Since Kirkpatrick established his original model, other theorists (for

example Jack Phillips), and indeed Kirkpatrick himself, have referred to a
possible fifth level, namely ROI (Return On Investment).

In my view, ROI can easily be included in Kirkpatrick's original fourth level

'Results'. The inclusion and relevance of a fifth level is therefore arguably

https://www.businessballs.com/training-assessment-and-quality-assurance/kirkpatrick-evaluation-method/ Page 9 of 13
Kirkpatrick Evaluation Method 09/06/22 17.51

only relevant if the assessment of Return On Investment might otherwise

be ignored or forgotten when referring simply to the 'Results' level.

Learning evaluation is a widely researched area. This is understandable

since the subject is fundamental to the existence and performance of
education around the world, not least universities, which of course
contain most of the researchers and writers.

While Kirkpatrick's model is not the only one of its type, for most
industrial and commercial applications it suffices; indeed most
organisations would be absolutely thrilled if their training and learning
evaluation, and thereby their ongoing people-development, were planned
and managed according to Kirkpatrick's model.

For reference, should you be keen to look at more ideas, there are many
to choose from...

Jack Phillips' Five Level ROI Model

Daniel Stufflebeam's CIPP Model (Context, Input, Process, Product)
Robert Stake's Responsive Evaluation Model
Robert Stake's Congruence-Contingency Model
Kaufman's Five Levels of Evaluation
CIRO (Context, Input, Reaction, Outcome)
PERT (Program Evaluation and Review Technique)
Alkins' UCLA Model
Michael Scriven's Goal-Free Evaluation Approach
Provus's Discrepancy Model
Eisner's Connoisseurship Evaluation Models
Illuminative Evaluation Model
Portraiture Model
and also the American Evaluation Association

Also, look at Leslie Rae's excellent Training Evaluation and tools available
on this site, which, given Leslie's experience and knowledge, will save you

https://www.businessballs.com/training-assessment-and-quality-assurance/kirkpatrick-evaluation-method/ Page 10 of 13
Kirkpatrick Evaluation Method 09/06/22 17.51

the job of researching and designing your own tools.

Evaluation of HRD Function Performance

If you are responsible for HR functions and services to internal and/or

external customers, you might find it useful to go beyond Kirkpatrick's
evaluation of training and learning, and to evaluate also satisfaction
among staff/customers with HR department's overall performance.
The parameters for such an evaluation ultimately depend on what your
HR function is responsible for - in other words, evaluate according to
expectations.

Like anything else, evaluating customer satisfaction must first begin with
a clear appreciation of (internal) customers' expectations. Expectations -
agreed, stated, published or otherwise - provide the basis for evaluating
all types of customer satisfaction.

If people have expectations which go beyond HR department's

stated and actual responsibilities, then the matter must be pursued
because it will almost certainly offer an opportunity to add value to
HR's activities, and to add value and competitive advantage to your
organisation as a whole.

In this fast changing world, HR is increasingly the department which is

most likely to see and respond to new opportunities for the support and
development of the your people - so respond, understand, and do what
you can to meet new demands when you see them.

If you are keen to know how well HR department is meeting people's

expectations, a questionnaire, and/or some group discussions will shed
light on the situation.

Here are some example questions. Effectively you should be asking

people to say how well HR or HRD department has done the following:

https://www.businessballs.com/training-assessment-and-quality-assurance/kirkpatrick-evaluation-method/ Page 11 of 13
Kirkpatrick Evaluation Method 09/06/22 17.51

Helped me to identify, understand, and prioritise my personal

development needs and wishes, in terms of: skills, knowledge,
experience and attitude (or personal well-being, or emotional
maturity, or mood, or mind-set, or any other suitable term meaning
mental approach, which people will respond to)
Helped me to understand my own preferred learning
style and learning methods for acquiring new skills,
knowledge and attitudinal capabilities
Helped me to identify and obtain effective
learning and development that suits my preferred style and
circumstances
Helped me to measure my development, and for the measurement
to be clear to my boss and others in the organisation who should
know about my capabilities
Provided tools and systems to encourage and facilitate
my personal development
And particularly helped to optimise
the relationship between me and my boss relating to assisting my
own personal development and well-being
Provided a working environment that protects
me from discrimination and harassment of any sort
Provided the opportunity for me to voice my grievances if I have
any, (in private, to a suitably trained person in the company whom I
trust) and then if I so wish for proper consideration and response to
be given to them by the company
Provided the opportunity for me to receive counselling and advice
in the event that I need private and supportive help of this type,
again from a suitably trained person in the company whom I trust
Ensured that disciplinary processes are clear and fair, and include
the right of appeal
Ensured that recruitment and promotion of staff are
managed fairly and transparently

https://www.businessballs.com/training-assessment-and-quality-assurance/kirkpatrick-evaluation-method/ Page 12 of 13
Kirkpatrick Evaluation Method 09/06/22 17.51

Ensuring that systems and activities exist to keep all

staff informed of company plans, performance, etc., (as normally
included in a Team Briefing system)
(If you dare...) ensuring that people are paid and rewarded fairly in
relation to other company employees, and separately, paid and
rewarded fairly when compared to market norms (your CEO will not
like this question, but if you have a problem in this area it's best to
know about it...)
(And for managers) helped me to ensure the development
needs of my staff are identified and supported

This is not an exhaustive list - just some examples. Many of the examples
contain elements which should under typical large company
circumstances be broken down to create more and smaller questions
about more specific aspects of HR support and services.

If you work in HR, or run an HR department, and consider that some of

these issues and expectations fall outside your remit, then consider who
else is responsible for them.

I repeat, in this fast changing world, HR is increasingly the department

which is most likely to see and respond to new opportunities for the
support and development of the your people - so respond, understand,
and do what you can to meet new demands when you see them. In doing
so you will add value to your people and your organisation - and your
department.

Next: Resource: MGR training feedback form

https://www.businessballs.com/training-assessment-and-quality-assurance/kirkpatrick-evaluation-method/ Page 13 of 13