Transferring Learning to Behavior: Using the Four Levels to Improve Performance

For far too long, some HPT practioners have regarded evaluation as the last step in the ADDIE model. The truth is that evaluation is an intregal part of the entire process, beginning with assessment. The Kirkpatricks present a fascinating look at the development of the classic Kirkpatrick Model, but more importantly, present the New Kirkpatrick Model. This new model focuses on the crucial role of the business partners, the determination of the Return on Expectations (ROE), and the importance of creating a compelling Chain of Evidence. ROE is important because Jack Phillips himself has written that not all HPT interventions are candidates for an ROI evaluation. ROE can be used to supplement or replace ROI. Read this book. Use the model. It works. I know from first-hand experience.

As a Trainer I am wonderfully surprised that a book of this magnitude has not made its way into every trainer's hands. It was an easy read full of useful information which transferred into knowledge. It is my hope that all who is in the field of training or teaching read this book. It has solved a problem I have had for a few years now, how to transfer learning into behaviour. The 4 Levels makes practical sense, I now make better points in my lesson plans. I am seeing benefits already and it has only been two weeks since reading the book. Well done!

In many companies, employees run from one training seminar to the next. That's because executives hire high-powered consultants who recommend training programs to improve performance and bolster profits. However, without the proper philosophical approach and practical execution, training can have negligible bottom-line results and the only one who really profits is the consultant. More than 10 years ago, author Don Kirkpatrick wrote a groundbreaking book on the "four levels" of training evaluation. This time, Kirkpatrick and his son, James, have collaborated on a book that will help any company maximize the results of its training program. If writing big checks to consultants for minimal results is your idea of fun, don't read any further. But if, like most executives, you believe in getting a healthy return on your training investment, we highly recommend this concrete approach.

This book shows how to make training a key player in achieving organizational improvement and business success. It operationalizes a previous publication by the authors, "Evaluating Training Programs" (new edition available from Berrett-Koehler), which set forth a Four Level Model for evaluation. The model consists of: 1. reaction of trainees; 2. extent to which learning has occurred; 3. extent to which behavior has changed as an outcome of the program; and 4. extent to which organizational performance results have been effective in operational and business terms (e.g., improvements in quality, productivity, retention, efficiency, growth, and profitability). The current work recommends that training professionals think in strategic terms by starting with the level 4, working in collaboration with line managers to determine business and organizational outcomes that are desired. Then, work backwards, defining the behaviors that are needed to achieve targeted goals (level 3) followed by identifying the knowledge, skills and attitudes targeted employees require to behave (perform) accordingly (level 2), and finally, (level 1) how to get people to come and be receptive to change. The book recasts training in the strategic organizational/business role of improving, growing, and making the enterprise more successful. The book is filled with to-the-point principles, guidelines, ideas and insights. A vast number of subjects are addressed, such as a learning culture and reward reinforcement. One of many cases presented spotlights key drivers of success: 1. a strategic perspective (achieving a business result); 2. aligning priorities of line management with trainers; 3. strong ownership by line management of the program; 4. strong line-of-sight of trainees between learning, actions (performance), and rewards, and 5. management action. This is an important book, rich with valuable content. Very highly recommended.