What are the best practices for evaluating vendor negotiation training outcomes?

1 The Kirkpatrick model

The Kirkpatrick model is a widely used framework for assessing the impact of training programs on four levels: reaction, learning, behavior, and results. Each level provides a different perspective on the value and effectiveness of the training, and requires different methods and indicators to measure. By applying the Kirkpatrick model to your vendor negotiation training program, you can determine how well your trainees responded to the training, how much they learned, how they applied their skills in real negotiations, and what outcomes they achieved.

2 Level 1: Reaction

Evaluating the reaction of trainees to a training program is essential for understanding if the expectations and needs of the trainees were met, and if they found it relevant, useful, and enjoyable. Feedback surveys, interviews, focus groups, or observation can be used to collect data from the trainees immediately after the training session. Questions such as “How did you feel about the training content, delivery, and format?” or “How well did the training match your learning objectives and preferences?” can be asked to gain insights into how they felt about the program. Additionally, questions like “What did you like most and least about the training program?” or “How can the training program be improved?” can be asked to identify areas for improvement.

3 Level 2: Learning

The second level of evaluation is learning, which measures how much knowledge, skills, and attitudes the trainees acquired from the training program. This level helps to understand if the training achieved the intended learning outcomes and if the trainees can demonstrate their competence in vendor negotiation. To evaluate learning, pre- and post-tests, quizzes, simulations, or case studies can be used to assess the trainees' performance before and after the training session. Examples of indicators that can be used include how well the trainees score on the vendor negotiation tests or quizzes; how effectively they apply their skills in simulations or case studies; how much they improve their knowledge, skills, and attitudes from pre- to post-training; and how consistent their performance is across different vendor negotiation scenarios.

4 Level 3: Behavior

The third level of evaluation is behavior, which measures how much the trainees transferred and applied the vendor negotiation skills they learned to their actual work situations. This level helps you understand if the training resulted in observable and measurable changes in the trainees' behavior, and if they can use their skills to negotiate better with vendors. To evaluate behavior, you can use observation, feedback, self-reports, or performance reviews to collect data from the trainees and their managers or peers after a period of time following the training session. For instance, questions such as "How often and in what situations did the trainees use the vendor negotiation skills they learned?" or "How did the trainees' behavior change as a result of the training program?" can provide valuable insights. Moreover, you can ask how well did the trainees perform in their real vendor negotiations, what challenges or barriers did they face in applying their vendor negotiation skills, and how did their managers or peers perceive their vendor negotiation skills and outcomes?

5 Level 4: Results

The fourth level of evaluation is results, which measures how much the training program contributed to the organizational goals and outcomes, such as cost savings, revenue growth, customer satisfaction, or supplier relationships. This level helps you understand if the training program had a positive impact on the bottom line, and if it was worth the investment. To evaluate results, you can use quantitative and qualitative data from financial reports, customer surveys, supplier feedback, or key performance indicators to compare the results before and after the training program. Examples of indicators to consider include how much the training program saved or generated in terms of costs or revenues, how it improved customer satisfaction or loyalty, how it enhanced supplier quality or reliability, and how it aligned with the organizational strategy or vision.

6 Here’s what else to consider

This is a space to share examples, stories, or insights that don’t fit into any of the previous sections. What else would you like to add?