Training Evaluation [CLO: 6]

Training Evaluation [CLO: 6]



Training Evaluation [CLO: 6]

Kirkpatrick’s four levels of training and evaluation model are related and interconnected amongst one another. They provide a succinct means of understanding the training process and the effectiveness of such activities. The four levels are namely reaction, learning, behavior, and results respectively. The evaluation of the training process starts with measurement of the reaction processes of the trainees. This involves evaluation of the reception and the resulting attitudes amongst the trainees from the training process (Griffin, 2014). This involves collection of information from the rating of the trainees over the effectiveness of the training process and areas of particular interest that could be improved.

The second step is learning which involves testing their knowledge and skills gained from the training process. The third step is evaluation of the behavior of the trainees by understanding the effect of the training on their attitudes and behavior with respect to their particular functions in the organization. The focus is on application of information and skills gained from the learning process. The final stage is analysis, which utilizes information derived from all the three stages. Drawing up conclusions and inferences from the training process is imperative to develop accurate strategies and gauging the effectiveness of the entire process (Donovan, & Townsend, 2004).

The effectiveness of application of this model hinges on the chronological application of the identified four stages. This is because they all rely on the previous for effectiveness in terms of understanding the benefits or deficiencies of the training process. All stages are equally important as they provide different but critical perspectives of the entire training process within the organization. They are all used to gain an understanding of the deficiencies within the training process. The four items can only be used with dependence on one another rather than independently from each other (Donovan, & Townsend, 2004).

In the Reaction stage, some of the tools, which can be used to evaluate the experiences of the trainees or delegates, include feedback forms, “happy sheets” post-training surveys, questionnaires and verbal interactions or reactions from the delegates. They are relatively quick and easy tools to obtain and apply with minimal expense on part of the trainer. The second stage, Learning, the focus is on measuring the acquisition of new skills and knowledge. Tools such as assessments and tests before and after the training program can be applied to evaluate the knowledge of the delegates (Griffin, 2014). They are clear-cut in quantification of the level of skills and knowledge acquired by trainees.

The third stage is the evaluation of behavior to understand the extent of the influence of the training process and knowledge and skills acquired. Interviews and observations can be used to evaluate the on job-implementation. It is important to note that time is critical to assess individual change, the relevance, and sustainability levels based on the behavior exhibited by the trainees. The measure of behavior demands the coordination and cooperation of line managers to understand the overall impact.

Results are usually evaluated using existing normal management systems and other reporting and analytical tools. The challenge is usually o translate and relate the findings of the training process to the trainee and subsequent development of interventions to provide support. There is demand for clear identification of duties, responsibilities, and tasks to entrench accountability amongst the trainers (Griffin, 2014). The combine of such tools can provide important information over a training program and its effectiveness. Furthermore, this also indicates the role of the training program towards enhanced organizational efficiency and effectiveness of the employees and organizational systems.


Donovan, P., & Townsend, J. (2004). The training evaluation pocketbook. Alresford: Management Pocketbooks.

Griffin, R. (2014). Complete training evaluation: The comprehensive guide to measuring return on investment.

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