Page 96 - DMGT106_MANAGING_HUMAN_ELEMENTS_AT_WORK

Managing Human Element at Work

Notes 4.4.1 Kirkpatrick Model of Training Effort Evaluation

Parties spend substantial amount of money, energy and time on training and development
their employees. A four-level training evaluation proposed and developed by Donald
Kirkpatrick remains a classic and most comprehensive model that has enormous practical.
These four levels are given below:
Level 1: Reactions: One of the simplest and most common approaches to training evaluation
assessing participants’ reactions. Participants can give us insights into the content and
techniques that they find most useful. Most of the trainers and training institutes perform
level 1 evaluation.
Level 2: Learning: Beyond what participants think about the training, it might be a good idea
to see whether the trainees actually learned anything. Testing knowledge and skills beginning
a training program gives a baseline standard on trainees that can be measured again after
training to determine improvement. The training program, trainer’s and trainee’s ability are
evaluated on the basis of quantity of content learned and time in which it is learned and
learner’s ability to use or apply the content learned. Level 2 evaluations help to understand
the effectiveness of training delivery in terms of participants learning.
Level 3: Transfer: This involves assessing the benefit of training to the work in the real world.
Transfer of training refers to the effective application of principles learned to what is
required on the job. There are several methods for assessing transfer of learned skills back
to the job. These include observations of trainees, managers and examination of trainees’
post-training performance appraisals. Level 3 evaluations is conducted anytime after six
weeks to six months of training delivery.
Level 4: Business results: The ultimate result of the training program should contribute beside
the organizational goals like increased productivity, fewer employee complaints, decreased
costs and waste, profitability, etc., and the individual goals like personality development,
and social benefit to the participant. This is the most difficult part of the evolution. This is
usually carried out once in a year using survey techniques and business and training data.

With the help of diagram, show the purpose of training evaluation.

Bush Back Principal Training Effort in Denver Visit

ormer President George W. Bush praised a local non-profit dedicated to training
non-traditional school principals during a brief visit to Denver on Thursday and
Fsaid he has been inspired by Mayor Michael Hancock’s life story.
“I’m here to honour a program called Get Smart. It is a program that says every child
can learn. In other words, (Get Smart Schools director) Amy (Slothower) believes every
child can learn and is willing to train leaders who believe that as well,” Bush said
following an hour-long, closed-door discussion with 20 business, education and civic
leaders at Get Smart’s headquarters on the outskirts of downtown.

Bush was in town to cement an agreement signed earlier this year that adds the Get Smart
organization to an alliance of some 16 groups nationwide dedicated to cultivating a new
breed of principals. An arm of the Texas-based George W. Bush Institute, the Alliance to
Reform Education Leadership aims to bring the like-minded organizations together three
times a year to compare approaches.
Contd...

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