A timely update to a timeless model. Don Kirkpatrick's groundbreaking Four Levels of Training Evaluation is the most widely used training evaluation model in the world. Ask any group of trainers whether they rely on the model's four levels Reaction, Learning, Behavior, and Results in their practice, and you'll get an enthusiastic affirmation. But how many variations of Kirkpatrick are in use today? And what number of misassumptions and faulty practices have crept in over 60 years? The reality is: Quite a few. James and Wendy Kirkpatrick have written Kirkpatrick's Four Levels of Training Evaluation to set the record straight. Delve into James and Wendy's new findings that, together with Don Kirkpatrick's work, create the New World Kirkpatrick Model, a powerful training evaluation methodology that melds people with metrics. In Kirkpatrick's Four Levels of Training Evaluation, discover a comprehensive blueprint for implementing the model in a way that truly maximizes your business's results. Using these innovative concepts, principles, techniques, and case studies, you can better train people, improve the way you work, and, ultimately, help your organization meet its most crucial goals.

In this indispensable companion to the classic book Evaluating Training Programs: The Four Levels, Donald and James Kirkpatrick draw on their decades of collective experience to offer practical guidance for putting any or all of the Four Levels into practice. In addition, they offer a comprehensive list of the ten requirements for an effective training program and show how to decide what to evaluate, how to get managers to support the evaluation process, and how to use the Four Levels to construct a compelling chain of evidence demonstrating the contribution of training to the bottom line.

An updated edition of the bestselling classic Donald Kirkpatrick is a true legend in the training field: he is a past president of ASTD, a member of Training magazine's "HRD Hall of Fame," and the recipient of the 2003 "Lifetime Achievement Award in Workplace Learning and Performance" from ASTD In 1959 Donald Kirkpatrick developed a four-level model for evaluating training programs. Since then, the "Kirkpatrick Model" has become the most widely used approach to training evaluation in the corporate, government, and academic worlds. Evaluating Training Programs provided the first comprehensive guide to Kirkpatrick's Four Level Model, along with detailed case studies of how the model is being used successfully in a wide range of programs and institutions. This new edition includes revisions and updates of the existing material plus new case studies that show the four-level model in action. Going beyond just using simple reaction questionnaires to rate training programs, Kirkpatrick's model focuses on four areas for a more comprehensive approach to evaluation: Evaluating Reaction, Evaluating Learning, Evaluating Behavior, and Evaluating Results. Evaluating Training Programs is a how-to book, designed for practitiners in the training field who plan, implement, and evaluate training programs. The author supplements principles and guidelines with numerous sample survey forms for each step of the process. For those who have planned and conducted many programs, as well as those who are new to the training and development field, this book is a handy reference guide that provides a practical and proven model for increasing training effectiveness through evaluation. In the third edition of this classic bestseller, Kirkpatrick offers new forms and procedures for evaluating at all levels and several additional chapters about using balanced scorecards and "Managing Change Effectively." He also includes twelve new case studies from organizations that have been evaluated using one or more of the four levels--Caterpillar, Defense Acquisition University, Microsoft, IBM, Toyota, Nextel, The Regence Group, Denison University, and Pollack Learning Alliance.

Each year, organizations spend millions of dollars trying out new innovations and improvements-and millions will be wasted if they can't quickly find out what's working and what is not. The Success Case Method offers a breakthrough evaluation technique that is easier, faster, and cheaper than competing approaches, and produces compelling evidence decision-makers can actually use. Because it seeks out the best stories of how real individuals have actually used innovations, The Success Case Method can ferret out success no matter how small or infrequent. It can salvage the few ''gems'' of success from a larger initiative that is not doing well or find out how to make a partially successful effort even more successful. The practical methods and tools in this book can help those who initiate and foster change, including leaders, executives, managers, consultants, training directors, and anyone else who is trying to make things work better in organizations get the greatest returns for their investments.

Using a courtroom trial as a metaphor, Training on Trial seeks to get to the truth about why training fails and puts the business partnership model to work for real. While upbeat lingo abounds about “complementing strategic objectives” and “driving productivity,” the fact is that most training does not make a significant enough impact on business results, and when it does, training professionals fail to make a convincing case about the value added to the bottom line. The vaunted “business partnership model” has yet to be realized?and in tough economic times, when the training budget is often the first to be cut, training is on trial for its very existence. Readers on both sides of the “courtroom” will learn how to: Build expertise and become genuinely involved in your company's or client's business Pledge to work together to positively impact a pressing business need or pivotal business opportunity Ask the jury their expectations and revise your own to be more realistic and mutually satisfying Develop a plan, targeting the key drivers of performance success after training has taken place Execute your initiative and deliver a stellar ROESM (Return on Expectations) A thought-provoking read for trainers and business unit leaders alike, Training on Trial provides a new application of the Kirkpatrick Four-Level Evaluation Model and a multitude of tips and techniques that allow lessons learned to be put into action now.

In this indispensable companion to the classic book Evaluating Training Programs—The Four Levels, Don and Jim Kirkpatrick offer detailed guidance for putting any or all of the Four Levels into practice. In addition, they show how to decide what to evaluate, how to get managers to support the evaluation process, and how to use the Four Levels to construct a compelling chain of evidence demonstrating the contribution of training to the bottom line.

Savvy business professionals and enlightened organizations know that training has no value unless what is learned gets applied on the job, and the subsequent on-the-job performance contributes to key organizational outcomes. This issue of TD at Work will help you create an effective training evaluation plan for any program so that you can show the organizational value of your work. At the same time, an effective plan will ensure that your valuable, limited resources are dedicated to the programs that will create the most impact. Specifically, this issue of TD at Work will answer the questions: Why evaluate? What is new about the Four Levels of Evaluation? How can I prove my value as a trainer? How can I share my story of value? “The Four Levels of Evaluation—An Update” also outlines the results that are most important to the key stakeholders at each of the Four Levels of Evaluation.