Kirkpatrick's Four Levels of Training Evaluation

The next step is to determine what training, if any, is required to support employees in performing the critical behaviors on the job to contribute to the key organizational results.

Training professionals can be part of major organizational improvements by candidly bringing forward barriers and participating in a task force to correct them.

Managers and supervisors of training participants should be given materials and asked to introduce the training to their direct reports, outlining expectations for what should happen before, during, and after the program.

The degree to which participants apply what they learned during training when they are back on the job

Level 1 evaluation helps us to monitor emotional acceptance of e-learning, and it can be essential in gathering the testimonials and statistics to generate a positive buzz around e-learning.

The first step in defining critical behaviors is to work with supervisors, line managers, and perhaps a group of high performers to discuss what behaviors they believe would bring about the desired outcomes previously negotiated with stakeholders.

Leading indicators sometimes are actually measurements of undesirable situations that did not occur;

One question asks whether or not the online material addressed the learners’ needs (for simplicity and clarity, use yes/no rather than a broader scale), and the other asks learners to explain their response, which is especially useful if the resource fails to meet the learners’ needs.

Informal learning “refers to situations in which some combination of the process, location, purpose, and content of instruction are determined by the worker, who may or may not be conscious that an instructional event occurred” (Carliner 2012).