Kirkpatrick
Evaluation
Model
How does it fit into
corporate L&D?

What is it?
Originally outlined in 1959, the Kirkpatrick Evaluation Model
remains a popular method for analysing and evaluating the
efficacy of training programs at different stages of the
learning journey.
It has seen updates since its inception to reflect a new world
of work and way of learning.

The 4
Levels

Level 1: Reaction
This level is about determining how learners responded to
a training program. It’s considered the most superficial
level as it focuses on metrics such as course completions,
progress rates and satisfaction.

Level 1: Reaction
The new world model suggests that too many resources
are devoted to this level of evaluation. It introduces
behavioural indicators to consider the relevance of
learning.

Level 2: Learning
This level is for looking more closely at what was or
wasn’t learned. Evaluation is linked to defined objectives.
The old school model notes there are 3 ways in which
learning can take place: Attitudes change, knowledge
increases or skill improves.

Level 2: Learning
The new world model adds confidence and
commitment to the roster to help bridge the gap
between learning and behaviour. It’s important to
understand how confident people are with what they’ve
learned to limit a ‘cycle of waste’.

Level 3: Behaviour
For behavioural change to occur there must be a culture
that inspires a personal desire to change, training that
reinforces what and how, managers who encourage skills
application, and intrinsic or extrinsic rewards on offer.

Level 3: Behaviour
The new world model sees evaluation zoom in on the
components of improved job performance including
critical behaviours, required drivers and on-the-job
learning.

Level 4: Results
These are impacts or outcomes that occurred because –
and only because – an employee completed a training
program and received subsequent reinforcement. Given
behaviours are largely intangible, leading indicators and
KPIs take charge here.

Level 4: Results
The new world model suggests misapplication occurs when
taking too personal a view of results. Silos occur when
results are segmented by teams or departments. This
misalignment acts as a hurdle not only for training
effectiveness, but true organisational effectiveness.

Evaluating
Training
Programs

Return on Investment
In corporate L&D, a strong, well-informed ROI can open to the
door for future L&D investments. Yet the difficulty in proving
business impacts from specific programs stops many
organisations from even trying.
Comparing past and present is key. You need to have a focus
from the beginning, which is why we start at results.

Define the results you want (L4)
Starting here means you aren’t working on assumptions,
instead giving parameters to otherwise intangible metrics.
This makes it easier to define value for executives and
stakeholders as you’re developing training initiatives from
business drivers. It also lets employees see a tangible link
between training and their jobs.

Determine performance indicators (L3)
This is the pivotal level of evaluation since we’re linking
training and business through behaviours. Ask questions like:
• What is considered optimal performance for a job role?
• What required drivers support learning application?
• Who is responsible for post-training assessment?

Evaluate learning delivery and support
(L1&2)
There’s research to suggest the most optimal use of the new
world Kirkpatrick model combines Levels 1 & 2.
Consider what modes of training are needed both at the
learning and application stages and how those bounce off
one another.

You can learn more about this
topic by checking out the full
article:
https://acornlms.com/resources/kirkpatrick-
evaluation-model