Unlock: Learning Measurement

When it comes to assessing training effectiveness, the Kirkpatrick Model is a useful tool that helps evaluate not just what participants learned, but how they’re applying that knowledge and the impact it has on overall results. The model breaks down evaluation into four levels: Reaction, Learning, Behavior, and Results.

How does this work practically?

Level 1: Reaction

The first step is understanding how participants felt about the training. Was it engaging and useful? This is assessed through simple surveys.

• How satisfied were you with the training experience overall?
• How did you like the instruction style of presentation?
• Was the balance of training well executed?
• Did the training meet your expectations and address your initial needs?
• Were the materials and delivery methods engaging and relevant?

These questions help gauge if the training resonated with the learners. A positive reaction often correlates with better learning outcomes.

Level 2: Learning

Once the reaction is clear, it’s time to see if learning happened. Did participants absorb the knowledge or skills? This can be assessed through quizzes, sorting exercises, simulation exercises or in simple question/answer format.

• Can you explain the key concepts or skills covered in the training?
• Can you separate similar concepts?
• Do you feel confident applying your learning?
• Do you know, theoretically, how to apply learning in certain scenarios?
• Do you know where and how these new concepts or processes apply to your role?

At this stage, it’s about checking comprehension. Can learners correctly articulate (or otherwise represent) what they’ve learned, and do they feel equipped to use it?

Level 3: Behaviour

Next comes application. Has the training changed how participants act in the workplace? Here you can ask participants to complete before and after statements (e.g., I used to do x, I now do y). You can ask managers, team members, or even customers about observed changes in behaviour or processes (are systems clearer? processes smoother?). Are there more positive results in the team? You can even observe participants in action to see if the new skills are now encoded in action.

• Are there new systems or structures that people are using?
• Are people using existing systems and structures more effectively?
• Are there new ways of working with individuals and teams?
• Which behaviors have been harder to adopt and why?
• How have people or the team responded to new systems or behaviour requirements?

This level digs into whether learning is actually being applied, leading to noticeable behavioral changes or improvements in how the job is done.

Level 4: Results

Finally, we look at the big picture: the measurable impact of the training on organizational goals.

• Have the behaviours been supportive of organisational goals? If so how?
• Has the attitude toward the company changed as a result of the training (e.g., more pride, and alignment with values)?
• Has the attitude within the team changed as a result of training (e.g., more trust, better communication)
• Do managers report that teams are more productive, however this is measured?
• Has attrition been affected?
• Are there fewer HR complaints, grievances, etc.?

At this level, it’s all about seeing if the training has led to tangible business results, connecting individual growth to overall organisational success.

By using this model, we can get a clear picture of how effective the training was and whether it’s driving real-world improvements. This approach ensures training isn’t just a box checked but a meaningful investment in both personal and organizational growth.