In the following article, Mrs. Samriti Grover, a Bada Business Professor, describes the Kirkpatrick Model of employee training and evaluation. One of the most significant components of employee training program implementation is the evaluation process, as training devoid of evaluation fails to be useful. In order to evaluate training programs effectively, there is a need to incorporate training results within the framework of business results. This article discusses the Kirkpatric Model and how it relates to the evaluation and exaction of effective employee training programs.

Key Note #1: Training Goals

Before we proceed to the Kirkpatrick Model, it’s time to address employee training goals. What is sought to be accomplished as a result of a given training is something that should be put on paper and quantified where possible. Some training goals include the following:

When these milestones are met, the training program components, including program direction, program content, and program instruments, may be coordinated to achieve target outcomes.

Key Note 2: Deficiencies in Training

Training with the purpose of sharpening skills and enhancing performance sadly does not always succeed to do so with employees. These are some inefficiencies that can narrow the effectiveness of training programs:

Poor Commitment from Employees:

Employees fail to take training seriously and may sometime forgo lectures or fail to make adequate contributions. At times, training passes off as a break instead of a skill development session.

Golden Statement: ‘An organization can provide work, but development and training provide sustenance to work.’

This underlines the need to fundamentally change what employees think of training, something that, if done, would elicit more interest and commitment.

Straying the Program Objectives:

Unless managers understand what their subordinates wish to learn, programs become irrelevant and subsequently ineffective. Understanding the training requirements of employees and what is desired at an organizational level cannot be overemphasized.

Training Does Not Add Value:

Training initiatives must be goal-oriented as well as focus on skilled areas that positively affect performance. There must be a clear focus on developing the particular employees and meeting the relevant requirements. For example, social media training should be aimed at the marketing and content employees rather than provided to employees with no related training in other departments.

Making Training A Serious Business:

Business owners must ensure employees are not stagnating and are actively gaining new skills. This action will help communicate to employees that the organization supports their professional development, which in return gets them eager to take more responsibility and improve their skills.

Key Note #3: The Kirkpatrick Model for Employee Training & Evaluation

The Kirkpatrick Model provides a framework with which to systematically appraise the effectiveness of training program exercises. It describes four levels within the training process where evaluation should occur, each with its own unique aspect of training progression from perception to impact:

Before the Training – Analyzing the Needs and Goals.

During the Training – Tracking volunteers’ participation and progress throughout the training.

After the Training – Measuring the implementation of learning by employees and the organizational outcome of training.

Key Note #4: Training Preparation Considerations

Implementation of an training activity with a client requires diligent preparation.

Conduct Need-Based Analysis:

Training need analyses helps in developing content and objectives for the training programs. Developing the proper training content and objectives is only possible after analyzing what skills need to be developed.

Align Learning Goals With Business Goals:

The learning objectives needs to be integrated with broad business goals. Integration of the learning with business goals will increase relevancy and impact of training.

Meet Trainers Before Training:

Collaborate with trainers regarding the methods/tools of training and its application right before the training so that the implementation of the training will be aligned with the organizational objectives.

Pre-Training Test of Employees:

Understanding the employees’ current skill level entails tailoring test program that help determine the levels employees possess prior to training.

Key Note #5: Positioning the Four Grades of Kirk Patrick Model

The Kirk Patrick model is premised on evaluating a total program at four levels, each one different from the other concerning a part of the whole program.

First Level – Reaction

This level gauges employees’ perceptions relating to the outcomes of their training program immediately after the training. Critical aspects to note include;

What did employees say about the training?

What did employees say about participation in the training?

Were all employees able to relate situations that received training in relevance to the training context?

Employees can evaluate satisfaction with the training through feedback forms, also known as smile sheets.

2. Second Level – Learning

In this phase the focus is on understanding how an employee has mastered a new skill or acquired knowledge. Things to think about are:

What skills have employees developed?

Are they able to apply what they have learned?

How useful is the training in relation to one’s job?

Employee’s knowledge, skills, and value attitudes can be assessed through a training survey conducted prior and post the training sessions.

3. Third Level – Behavior

It takes time for behavioral change to occur, in the range of one or two months post training. It assesses if an employee has integrated a new skillset pertinent to the role. Issues to think about are:

What is the frequency of employees’s use of the new skills?

Are they making use of these new skills appropriately?

Encouraging the employees who demonstrate effective use of their new skills through monitoring and rewarding them can further enhance positive behavior.

4. Fourth Level – Results

This is the final level, where the results of the training are evaluated in relation to the business effects. At this stage business owners can measure whether training has resulted or not to:

Greater productivity

Employee retention rates increasing

Better customer satisfaction

Higher sales turnover and revenue generation

These metrics will indicate whether the objectives set for the training program were met, providing a positive ROI.

Key Note #6: Learning Management System (LMS)

Businesses today are able to facilitate and improve employee training through the use of a Learning Management System (LMS.) An LMS is a software application that helps organize, deliver, and monitor training programs. An LMS includes:

Training material development and editing

Tracking of employee registration

Pre-training and post-training evaluation

Tracking and reporting of employee performance

An LMS alleviates the complications that accompany employee training courses by assuring that the employee’s progress is documented effectively. If organizations are aiming to improve their training systems, partnering with an LMS vendor can improve the efficiency of the entire training and evaluation process.

Conclusion

The Kirkpatrick Model allows for the assessment of employee training comprehensively. It is important for businesses to focus on each of the four levels – reaction, learning, behavior, and results, to ensure that the training programs implemented produce beneficial results to the business. Additionally, an LMS can make the training process more effective through efficient documentation and monitoring of the employee’s training and performance. Establishing these systems within an organization will help foster a culture of continuous enhancement, which will prove beneficial in the long run.