Introduction to the Kirkpatrick Model
The Kirkpatrick model is the most widely recognized framework for evaluating the effectiveness of training programs. Developed by Donald Kirkpatrick in the 1950s and refined over subsequent decades, the model organizes evaluation into four progressive levels, each measuring a different aspect of training impact. For SHRM exam candidates, understanding this model is essential for demonstrating how learning investments create organizational value.
Level 1: Reaction
Reaction evaluation measures how participants respond to the training experience. It captures their satisfaction with the content, delivery, facilitator, materials, and overall relevance of the training to their job. Common tools for measuring reaction include end-of-course surveys (sometimes called "smile sheets"), real-time polling during sessions, and post-training feedback forms.
While reaction data is the easiest to collect, it has limited predictive power. Participants may enjoy a training session without actually learning anything useful, or they may find a challenging session uncomfortable but ultimately valuable. SHRM recommends using reaction data as one input among many, not as the sole measure of training effectiveness.
Best Practices for Level 1
- Ask about relevance and applicability, not just satisfaction
- Include questions about the perceived value and quality of instruction
- Collect data immediately after training when impressions are fresh
- Use results to improve delivery and logistics
Level 2: Learning
Learning evaluation assesses whether participants acquired the intended knowledge, skills, or attitudes as a result of the training. Measurement methods include pre-tests and post-tests to measure knowledge gains, skills demonstrations or simulations, case study analyses, and competency assessments.
Effective learning evaluation requires clear learning objectives established during the training design phase. Without specific, measurable objectives, it is difficult to determine whether learning actually occurred. When possible, using a control group (employees who did not receive training) strengthens the ability to attribute learning gains to the training program.
Level 3: Behavior
Behavior evaluation examines whether participants apply what they learned to their actual work. This is often the most challenging level to measure because behavior change depends on factors beyond the training itself, including manager support, organizational culture, and opportunities to practice new skills.
Methods for measuring behavior change include:
- Manager observations and evaluations of on-the-job application
- Self-assessments by participants regarding their use of new skills
- Follow-up surveys administered weeks or months after training
- Performance data comparison before and after training
- Mystery shopping, call monitoring, or work product reviews
SHRM emphasizes that behavior change requires more than training alone. The transfer of learning is supported by manager reinforcement, coaching and feedback, practice opportunities, accountability systems, and removal of barriers to applying new behaviors.
Level 4: Results
Results evaluation measures the organizational impact of training. It answers the question: did the training contribute to business outcomes? Results metrics may include productivity improvements, quality enhancements, cost reductions, revenue increases, safety improvements, customer satisfaction gains, or employee retention improvements.
Measuring results is complex because many factors beyond training influence business outcomes. Isolating the effect of training requires careful study design, potentially including control groups, trend analysis, and expert estimation. Despite these challenges, demonstrating business results is essential for securing ongoing investment in learning and development.
Beyond the Four Levels: ROI
Jack Phillips extended the Kirkpatrick model with a fifth level: return on investment (ROI). ROI evaluation compares the monetary benefits of training to its costs, expressed as a percentage. While ROI analysis provides a compelling financial argument for training investments, it requires significant data collection effort and involves assumptions that can be debated. SHRM recommends using ROI analysis selectively for high-cost, high-visibility programs where financial justification is critical.
Practical Application
Most organizations measure reaction consistently but evaluate learning, behavior, and results far less frequently. SHRM encourages HR professionals to design evaluation strategies before training begins, building measurement into the program design rather than adding it as an afterthought. Not every program requires evaluation at all four levels; the depth of evaluation should be proportional to the program's cost, strategic importance, and visibility.
SHRM Exam Preparation
For the exam, know each level of the Kirkpatrick model, the appropriate measurement methods for each level, the challenges of measuring higher-level outcomes, and how to design an evaluation strategy that demonstrates training value to organizational stakeholders.