Evaluating Training Programs: The Four Levels
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.
- Hardback | 392 pages
- 67 x 94 x 12mm | 743.89g
- 30 Jan 2006
- San Francisco, United States
- 3rd edition
Other books in this series
06 Feb 2008
01 Nov 2005
01 Aug 2007
01 Sep 2013
26 May 2015
06 Jul 2010
30 Jan 2006
16 Oct 2005
01 Nov 2007
30 Jul 2015
20 May 2015
16 Oct 2005
05 Jan 2015
22 Apr 2004
01 Jan 2011
Table of contents
Foreword to the Third Edition
Part One: Concepts, Principles, Guidelines, and Techniques
Chapter 1: Evaluating: Part of a Ten-Step Process
Chapter 2: Reasons for Evaluating
Chapter 3: The Four Levels: An Overview
Chapter 4: Evaluating Reaction
Chapter 5: Evaluating Learning
Chapter 6: Evaluating Behavior
Chapter 7: Evaluating Results
Chapter 8: Implementing the Four Levels
Chapter 9: Managing Change
Chapter 10: Using Balanced Scorecards to Transfer Learning to Behavior
Chapter 11: So How is E-Learning Different?
Part Two: Case Studies of Implementation
Chapter 12: Developing an Effective Level 1 Reaction Form: Duke Energy Corporation
Chapter 13: Evaluating a Training Program for Nonexempt Employees: First Union National Bank
Chapter 14: Evaluating a Training Program on Developing Supervisory Skills: Management Institute, University of Wisconsin
Chapter 15: Evaluating a Leadership Training Program: Gap Inc.
Chapter 16: Evaluating a Leadership Development Program: US Geological Survey.
Chapter 17: Evaluating a Leadership Development Program: Caterpillar, Inc
Chapter 18: Evaluating Desktop Application Courses: Pollak Learning Alliance (Australia)
Chapter 19: Evaluating an Orientation Program for New Managers: Canada Revenue Agency, Pacific Region
Chapter 20: Evaluating Training for an Outage Management System: Pacificorp
Chapter 21: Evaluating a Coaching and Counseling Course: Grupo Iberdola(Spain)
Chapter 22: Evaluating a Performance Learning Model: Defense Acquisition University
Chapter 23: Evaluating an Information Technology Skills Training Program: The Regence Group
Chapter 24: Evaluating a Performance Improvement Program: Toyota Motor Sales, U.S.A., Inc.
Chapter 25: Evaluating a Career Development Initiative: Innovative Computer, Inc.
Chapter 26: Evaluating the Four Levels by Using a New Assessment Process: Army and Air Force Exchange Services (AAFES)
Chapter 27: Evaluating Training Program at All Four Levels: Cisco Systems, Inc
About Donald L. Kirkpatrick
the University of Wisconsin and has held professional training and human resource positions with International Minerals and Chemical Corporation and Bendix Corporation.
James D. Kirkpatrick has worked in the field of organizational development for over 15 years. He works for Corporate University Enterprise, Inc., as its Senior Consultant for Evaluation Services, where his main responsibility is the delivery of the Kirkpatrick Evaluation Certification Program to organizations and individuals. Prior to his new position, from 1997 to 2004, Jim was the Director of the Corporate University for First Indiana Bank in Indianapolis, where he was responsible for the bank's Balanced Scorecard Management System, Leadership Development, Training, and the Career Development Program.