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Training on Trial: The Urgent Need to Meet the Needs of the Business Jim Kirkpatrick, PhD Wendy Kayser Kirkpatrick
© 2009 Kirkpatrick Partners, LLC. All rights reserved. These slides are provided as a courtesy to those who have attended one of our classes or presentations. These are for internal use within your organization only; all rights reserved. We thank you in advance for respecting our intellectual property and refraining from duplicating, distributing, selling, or otherwise using this presentation in whole or part for your own profit or promotion. The following marks are the property of Kirkpatrick Partners, LLC : The Kirkpatrick Business Partnership Model SM, KBPM SM, Return on Expectations SM, ROE SM, and Chain of Evidence SM
The future of training “Training directors might be well advised to take the initiative and evaluate their programs before the day of reckoning arrives” - From Techniques for Evaluating Training Programs, by Don Kirkpatrick - ASTD Journal, November, 1959 © 2009 Kirkpatrick Partners, LLC. All rights reserved.
Percentage of learning transfer 1975: Percentage of formal learning that is actually applied to the job: 15% 2005: Percentage of formal learning that is actually applied to the job 15% From Dana Robinson, ASTD ICE, 2008 © 2009 Kirkpatrick Partners, LLC. All rights reserved.
Brinkerhoff Study - Josh Bersin and Associates, 2008 © 2009 Kirkpatrick Partners, LLC. All rights reserved.
Causes of “training failure” 2006 ASTD Study © 2009 Kirkpatrick Partners, LLC. All rights reserved.
Typical Learning Investment Dr. Brent Peterson, Columbia University, 2004 ©2009, all rights reserved.
“What is your job here at the hotel?” “I am a window washer.” ©2009, all rights reserved.
“What is your job here at the resort?” “I am part of a team that creates great experiences for our guests!” ©2009, all rights reserved.
What will we have to do to be found “not guilty”? We need to extend our role beyond the traditional definitions of learning. Our expertise Our involvement Our influence Our impact Our value ©2009, all rights reserved.
Level 1: REACTION How training participants react to the training Kirkpatrick Four Levels ©2009, all rights reserved.
Level 2: LEARNING To what degree participants acquire intended knowledge, skills, and attitudes based on participation in learning event Kirkpatrick Four Levels ©2009, all rights reserved.
Level 3: BEHAVIOR To what degree participants apply what they learned during training on the job Kirkpatrick Four Levels ©2009, all rights reserved.
Level 4: RESULTS The final outcomes that occur as a result of the training Kirkpatrick Four Levels ©2009, all rights reserved.
LearningResultsBehaviorReaction The Kirkpatrick Business Partnership Model SM ROE SM Business need identified Measure L1 Reaction Measure L2 Learning Measure L3 Behavior Present L1 Reaction findings Present L2 Learning findings Present L3 Behavior findings Present L4 Results findings Prepare Chain of Evidence SM to demonstrate ROE TARGET critical behaviors and required drivers Determine required KSAs, Learning Objectives REFINE expectations to define outcomes Analyze findings, adjust, repeat steps as necessary Consider necessary learning environment Design and build learning program and evaluation tools Initiate ongoing reinforcement and monitoring Measure L4 Results Deliver learning program ADDRESS jury issues Identify NECESSITIES For Success PLEDGE to work together © All rights reserved.
Kirkpatrick Four Level Evaluation major principles 1.The end is the beginning 2.ROE SM is the ultimate indicator of value 3.Business partnership is key 4.Value must be created first 5.Demonstrate value through a compelling Chain of Evidence SM ©2009, all rights reserved.
Critical Behaviors Business Results Recognition Coaching Refreshers Mentoring Accountability Level 3 Evaluation Executive Modeling Drivers – encouragers or discouragers ©2009, all rights reserved.
Evaluation methods Evaluation Levels Methods 1 Reaction 2 Learning 3 Behavior 4 Results Survey●●●● Questionnaire/Interview●●●● Focus Group●●●● Knowledge Test/Check● Work Review●● Skills Observation●● Presentations / Teach Back● Action Planning●●● Action Learning● Key Business HR Metrics● ©2009, all rights reserved.
Chain of Evidence SM Gather data at all four levels and show that your training delivers true value to your organization. Level 1 Reaction Level 2 Learning Level 4 Results Level 3 Behavior ©2009, all rights reserved.
Four Practical Ways to Increase Training Effectiveness and Lower Costs 1.Show them the data 2.Conduct an impact study and showcase it 3.Review your training curriculum 4.Redeploy your resources to create leverage ©2009, all rights reserved.
More Information and Support We offer the following resources to organizations who want to ensure training provides true business value: –Consulting –Impact studies –In-house 2-day certification program We also offer: –2-day certification program public sessions –Books, articles, and white papers ©2009, all rights reserved.
Seminar Hosting Interested in hosting a Kirkpatrick seminar? –Hosting organizations receive free seats in the seminar (in exchange for providing a venue and marketing support). –For full details, please contact us. ©2009, all rights reserved.
References Kirkpatrick, D.L. and J.D. Evaluating Training Programs, 3rd Ed., Berrett-Koehler Publ., Inc. San Francisco, CA, 2006 Kirkpatrick, D.L. and J.D. Transferring Learning to Behavior, Berrett-Koehler Publ., San Francisco, CA, 2005 Kirkpatrick, D.L. and J.D. Implementing the Four Levels, Berrett-Koehler Publ., San Francisco, CA, 2007 Kirkpatrick, J.K., and W.K. Kirkpatrick Then and Now: A Strong Foundation For the Future, Kirkpatrick Publishing, St. Louis, MO, 2009 Kirkpatrick, J.K., and W.K. Training on Trial, AMACOM, New York, 2010 ©2009, all rights reserved.
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