Many organizations do not realize the need to evaluate the LDPs once the session ends. The most probable reasons any management cites for ignoring the crucial "evaluation" stage are lack of time, resources or tools. As organizations are increasingly adopting LDPs, there is a pressing need for evaluating the same.
Reaction
is the phase where the focus lies on gathering information
about the participants' perceived thoughts on the training
program. Evaluating reactions implies examining the satisfaction
levels of the trainees and the trainder. However, it does
not measure the learning that takes place during the session.
In other words, it enumerates the feelings of the leaders
and supervisors towards the training program. Based on the
participants' reactions towards the training, one can draw
conclusions on the success of the training session and make
necessary improvements in the approach. The next level of
the model "learning", assesses the extent to which
the learners have been able to learn and enhance their skills.
This is the phase which measures the amount of learning that
has occurred during the training period.
In Kirkpatrick model,
each successive evaluation level is built on information provided
by the lower level, i.e., the next level is evaluated based
on the information from each prior level. The transfer phase
measures the extent to which the trainees have been able to
apply the acquired skills and knowledge in their day-to-day
tasks. The last stage of the model, result, evaluates the
training program by recording the improvements in business
results and the productivity as a result of undergoing the
training program. This level is termed as "result".
Box 1 exemplifies how Kirkpatrick's model was applied to evaluate
the Leadership Training for Supervisors at Gap Inc., one of
the world's largest specialty retailers. |
