Transferring Learning to Behavior: Using the Four Levels to Improve Performance

by Donald L. Kirkpatrick

Since its creation in 1959, Donald Kirkpatrick's four-level model for evaluating training programs - reaction, learning, behavior, and results - has become the most widely used approach to training evaluation in the corporate, government, and academic worlds. However, trainers today are feeling increased pressure to prove whether instruction is worth its cost. And calculating and presenting results (Step 4) becomes tricky when, despite training, workers aren't fulfilling Step 3: applying what they've learned to their behavior. This book takes on this age-old challenge, first examining why learned concepts don't make it into practice, then offering solutions that will work in the real world. Coauthor James Kirkpatrick, a training practitioner, introduces five prerequisites that help an organization achieve ultimate training success. He includes practical examples (such as Toyota and Nextel) from his own work, plus 12 best-practice case studies.

200 pages, Kindle Edition

First published January 1, 2005

About the author

Donald Kirkpatrick was Professor Emeritus at the University of Wisconsin in the United States and a past president of the American Society for Training and Development.

Reviews

[Kate · Rating 3 out of 5]

(This review will be kind of boring, but I need to do it for myself. Sorry!)

This book relies heavily on the Balanced Scorecard, which is a method of capturing data about the company to be used in strategic and tactical decisions for the present and the future. BSCs measure processes, projects, exceptions, turn-around times, customer feedback and outcomes.

Getting management buy-in is very important in effectuating change. Part of that means hiring leaders who aren’t afraid of change, and who spearhead projects, and part of it means creating a culture (from above) that is not only tolerant of change, but welcomes it.

Seven Steps for Managing Change
1. Determine the need or desire for a change
2. Prepare a tentative implementation plan
3. Analyze probable reactions
4. Establish a timeline
5. Communicate the change
6. Implement the change

The four levels as proposed by the Kirkpatricks are these:
1. Reaction (how did attendees respond to the training?)
2. Learning (what did attendees learn while in class?)
3. Behavior (how much has on-the-job behavior changed because of the class?)
4. Results (to what extent have results occurred because of the training? What is the overall impact on the company because of training?)

Measuring levels one and two is easy, and involves assessments and evaluations; measuring levels three and four is more difficult.

Three elements can help transfer learning (level 2) to behavior (level 3)
1. Support
2. Accountability
3. Feedback

Support can be any of the following: recognition, showing interest, incentives, showcasing, proper conditions/systems/resources for performance, growth or advancement

Accountability involves setting pre-training goals, creating task lists, observation, feedback and coaching, partnering/mentoring, certification processes.

Feedback can be done through coaching, either by the trainer, or by managerial support. There should be a loop of feedback that involves the trainee, the trainer and the trainee’s manager.