Transferring Learning to Behavior: Using the Four Levels to Improve Performance: Easyread Large Bold Edition

by Donald L. Kirkpatrick

During much of the past century, training programs tended to fall into two classroom instruction, which focused mainly on imparting knowledge, and on-the-job training, where the emphasis was on imparting skills. The former stressed the concepts, principles, rules, and procedures to be learned and evaluated in class. The latter stressed the behaviors to be displayed and evaluated in the workplace. More recently trainers and consultants have realized that their job is not primarily to impart information but rather to improve performance by changing behavior. And that's the focus of this book. Unlike the majority of books that are written primarily for training specialists and Human Resource managers, this book is chock full of helpful hints for anyone who is responsible for the performance of others, from group leaders and technical support people to owners of small businesses and supervisors, managers, and, yes, corporate executives. ---- Preface by Scott B. Parry, PhD

312 pages, Paperback

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.