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Transferring Learning to Behavior: Using the Four Levels to Improve Performance
In this indispensable companion to the classic book Evaluating Training Programs—The Four Levels , Don and Jim Kirkpatrick offer detailed guidance for putting any or all of the Four Levels into practice. In addition, they show how to decide what to evaluate, how to get managers to support the evaluation process, and how to use the Four Levels to construct a compelling chain of evidence demonstrating the contribution of training to the bottom line.
200 pages, Hardcover
First published January 1, 2005
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About the author
Donald L. Kirkpatrick
51 books6 followersDonald 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.
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Displaying 1 of 1 review
December 10, 2015
(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.
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.
Displaying 1 of 1 review