training on trial: the urgent need to meet the needs of the business jim kirkpatrick, phd wendy...
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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 ModelSM, KBPMSM, Return on ExpectationsSM, ROESM, and Chain of EvidenceSM
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
Training Application
Did not try new skills: 15%
Tried new skills and failed: 70%
Achieved sustained new behaviors: 15%
© 2009 Kirkpatrick Partners, LLC. All rights reserved.
Causes of “training failure”
Preparation and Readiness: 20%Learning Intervention: 10%
Application Environment: 70%
2006 ASTD Study
© 2009 Kirkpatrick Partners, LLC. All rights reserved.
Typical Learning Investment
Dr. Brent Peterson, Columbia University, 2004
P re-W ork 10%
L earning E vent 85%
F ollow-Up 5%
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“What is your job here at the hotel?”
“I am a window washer.”
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“What is your job here at the resort?”
“I am part of a team that creates great experiences for our guests!”
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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
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Level 1: REACTION How training participants react to the
training
Kirkpatrick Four Levels
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Level 2: LEARNINGTo what degree participants acquire
intended knowledge, skills, and attitudes based on participation in
learning event
Kirkpatrick Four Levels
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Level 3: BEHAVIOR To what degree participants apply what
they learned during training on the job
Kirkpatrick Four Levels
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Level 4: RESULTS The final outcomes that occur as a result
of the training
Kirkpatrick Four Levels
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LearningResults Behavior Reaction
The Kirkpatrick Business Partnership ModelSM
ROESM
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 EvidenceSM to demonstrate ROE
TARGET critical behaviors and
required drivers
Determine required KSAs,
Learning Objectives
REFINE expectations to
define outcomes
Ana
lyze
find
ings
, adj
ust,
repe
at s
teps
as
nece
ssar
y
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
© 2009. All rights reserved.
Kirkpatrick Four Level Evaluation major principles
1. The end is the beginning
2. ROESM 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 EvidenceSM
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CriticalBehaviors
Business Results
Recognition
Coaching
Refreshers
Mentoring
Accountability
Level 3 Evaluation
ExecutiveModeling
Drivers – encouragers or discouragers
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Evaluation methodsEvaluation Levels
Methods
1 Reaction
2 Learning
3 Behavior
4Results
Survey ● ● ● ●
Questionnaire/Interview ● ● ● ●
Focus Group ● ● ● ●
Knowledge Test/Check ●
Work Review ● ●
Skills Observation ● ●
Presentations / Teach Back ●
Action Planning ● ● ●
Action Learning ●
Key Business HR Metrics ●
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Chain of EvidenceSM
Gather data at all four levels and show that your training delivers true value to your organization.
Level 1Reaction
Level 2Level 2LearningLearning
Level 4Results
Level 3Behavior
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Four Practical Ways to Increase Training Effectiveness and Lower
Costs1. Show them the data
2. Conduct an impact study and showcase it
3. Review your training curriculum
4. Redeploy your resources to create leverage
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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
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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.