KIRK PATRICK'S

1. SIMPLISTIC APPROACH OF KIRK PATRICK
Presented by,
RHIMY C. RAJAN
MACFAST

2. Dr. Donald L Kirkpatrick
 Born on 15 March 1924- Richland Center, USA.
 Education: University of Wisconsin-Madison,
B.B.A., 1948, M.B.A., 1949, Ph.D., 1954
 Career status : Professor Emeritus
of the University of Wisconsin in
the United States.
 Kirkpatrick developed a model of training evaluation in 1959.
 Donald Kirkpatrick's 1975 book “Evaluating Training Programs” defined
his originally published ideas of 1959.
 The most widely used approach.
 Simple
 4-level model

3. Four Levels
 Level I: Evaluate Reaction
 Level II: Evaluate Learning
 Level III: Evaluate Behavior
 Level IV: Evaluate Results
 Fifth level was recently “added” for return on investment (“ROI”)
but this was not in Kirkpatrick’s original model

4. Level 1: Reactions
 Assesses the reaction of the trainees to the training experience.
 Focuses on the trainees’ immediate response to training
programmes.
 The purpose of measuring reaction is to ensure that learners
are motivated and interested in learning.
 Measurement of participants’ reactions or attitudes toward
specific components of the program, such as the instructor,
topics, presentation style, schedule, audiovisuals, etc

5. Level 2: Learning
 Consists of two aspects. First is learning and second is the
demonstration of learning.
 Learning is the extent to which participants change
attitudes, improve knowledge, and increase skill as a result of
attending the programme.
 Demonstration aspect of training content portrays the new
skills or behaviour of trainees.
 The evaluation should focus on measuring what was covered
in the training event (i.e. the learning objectives).
Knowledge
Skills
Attitudes

6. Level 3: Behaviour
• Behavior is the action that is
performed.
• Behavior will only change if
conditions are favorable.
• Level three evaluation specifically
involves measuring the transfer of
knowledge, skills, and attitudes from
the training context to the workplace.
• The goal is to find out if training
program participants change their on-
the-job-behavior (OJB) as a result of
the training programme.

7. Level 4: Results
• Measures the result of training as it relates to
factors such as sales, productivity, profit,
costs, employee turnover, and product/service
quality.
• Level four assess results that include both the
impact of training on an organization and the
return on investment (ROI).
• Stage when the evaluation process enters into
the business metrices.
• Here your goal is to find out if the training Level four evaluation attempts to assess
program led to final results, especially training in terms of business results. In
business results that contribute to the “bottom this case, sales transactions improved
steadily after training for sales staff
line” (i.e., business profits). occurred in April 1997.

8. CONCLUSION
 BENEFITS
• Fairly simplified model
• Easier to conceptualize
• Established, familiar and popular
 CRITICISMS
• Too simplistic
• The model is incomplete.
• Evidence does not support that the levels
have a casual relationship.
• Incremental importance of information.