Study the paragraph below and answer the question that follows

Question

Available literature on evaluation of training and development programmes suggests that there are
several models of evaluation. However, there are few accepted models of evaluation which Human
Resource Development practitioners have used for a long period of time. These models are the
Kirkpatrick’s Model; Warr, Bard and Rackham’s CIRO Model and Philip’s Five-level return on
investment Framework Model.
Required
a) Discuss the levels of Kirkpatrick’s model of evaluation with relevant examples (20 marks)
b) What would you conclude about Kirkpatrick’s Model of programme evaluation? (5 marks)

Answer 1

a) Levels of Kirkpatrick’s Model of Evaluation with Relevant Examples

Kirkpatrick's Model of Evaluation is a widely used framework for assessing training and development programs. It comprises four levels, each designed to evaluate different aspects of the training process.

1. Level 1: Reaction

   • This level assesses how participants react to the training. It seeks to gauge their satisfaction and engagement during the training sessions.
   • Example: After a workshop on time management, participants might complete a survey rating their satisfaction with the content, delivery, and trainer. For instance, they might indicate on a scale from 1 to 5 how interesting they found the training and whether they felt it met their expectations.

2. Level 2: Learning

   • This level measures the increase in knowledge or skills as a result of the training. It evaluates what participants have learned.
   • Example: Following the time management workshop, participants could take a pre-test and post-test to measure their understanding of time management techniques. For instance, they might initially score 60% on the test, and after the training, they could score 85%, indicating that they have acquired new knowledge.

3. Level 3: Behavior

   • This level examines the transfer of knowledge to the workplace and whether participants apply what they learned in their job.
   • Example: After a period of six months, managers might observe employees who attended the time management training to see if they are effectively using scheduling tools or prioritizing tasks better than before. Surveys or interviews with colleagues might reveal improved productivity and better time management behaviors.

4. Level 4: Results

   • This final level measures the tangible outcomes of the training and its impact on the organization, such as improved performance, increased productivity, or enhanced morale.
   • Example: If the organization tracks employee performance metrics, it might analyze data to see if there was a measurable increase in productivity (e.g., higher sales figures, improved customer satisfaction scores) after the implementation of the time management techniques learned in training.

b) Conclusion about Kirkpatrick’s Model of Programme Evaluation

Kirkpatrick’s Model of evaluation provides a comprehensive framework for assessing the effectiveness of training programs across multiple dimensions. By focusing on reaction, learning, behavior, and results, practitioners can obtain valuable insights into not only participant satisfaction and knowledge gains but also the broader impact on organizational performance. One key strength of the model is its structured approach, allowing for systematic analysis and feedback. However, it is important to note that measuring outcomes can be complex, often requiring time and additional resources. Moreover, while the model is widely recognized, its effectiveness could be enhanced by integrating qualitative assessment methods and considering the specific context of the training program. Overall, Kirkpatrick's Model remains a foundational tool in the field of Human Resource Development.