training on trial: the urgent need to meet the needs of the … · 2018-07-03 · measure l3...

©2009, all rights reserved.

Training on Trial: The Urgent Need to Meet the Needs of the Business

Jim Kirkpatrick , PhD

Wendy Kayser Kirkpatrick

©2009, 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, 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

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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%

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Causes of “training failure”

Preparation and Readiness: 20%Learning Intervention: 10%Application Environment: 70%

2006 ASTD Study

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Typical Learning Investment

Dr. Brent Peterson, Columbia University, 2004

P re-Work10%

L earning E vent85%

F ollow-Up5%

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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!” ©2009, all rights reserved.

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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: LEARNING To 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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Learning Results 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

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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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Critical Behaviors

Business Results

Recognition

Coaching

Refreshers

Mentoring

Accountability

Level 3 Evaluation

Executive Modeling

Drivers – encouragers or discouragers

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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 ●

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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 1 Reaction

Level 2 Learning

Level 4 Results

Level 3 Behavior

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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

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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 Jim or Wendy

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Contact •  Jim Kirkpatrick

www.smr-usa.com jim.kirkpatrick@smr-usa.com

(317) 402-3882

•  Wendy Kirkpatrick www.kirkpatrickpartners.com

wendy.kirkpatrick@kirkpatrickpartners.com

(314) 961-4848

©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.