10 of 12 Course Schodule and Assigmment Guide 10 EVALUATION (50) POINTS The eval
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10 of 12 Course Schodule and Assigmment Guide 10 EVALUATION (50) POINTS The evaluation portion of this assignment is structured around Kirkpatrick 's four levels of evaluation (Noc Chapters 6). This is the final group paper of the semester. Remember to use outside resources to support your decisions Write a brief (3 to 4 page paper) detailing the following information Level 1-Reaction . Create and describe an action plan to evaluate leamers' reactions to your program . Create five survey items you would use to gain level 1 information. Level 2-Learning . Create an action plan to evaluate learning that occurred within your training program .Provide an example of how you would gain level 2 information. Level 3- Transfer .Create an action plan to evaluate the transfer of learning that occurred within your training program . Provide an example of how you would gain level 3 information. Level 4-Results (ROI, Costs& Benefits) .List the costs and benefins of your program (Noe, Chapter 6, Table 6.11) Please fill out this table and include it in your paper or as an appendix List the total annual cost or savings benefit of your training program. Calculate the ROL Heading ContentCriteria Points Earned Write a clear introduction to this paper, giving a brief background on evaluation Level 1 - Rcactions Create and describe an action plan to evaluate learners Level 2 - Learning Create and describe an action plan to evaluate learning. Level 3- Transfe Create and describe an action plan to evaluate transfer Level 4-ResutsList the costs of your program;I example 10 training: provide an example list the benefits of your 10 Conclusion Quality of Writing APA Writing Style Total Points program; total annual cost or savings benefit. Calculate the ROI. Provide a brief conclusion predicting what you will learn about your training program Overall quality of writing, including but not limited to use of correct grammar, sentence structure Include a minimum of 4 academic references; citations and references in APA writ 50Explanation / Answer
Kirkpatricks Level of Evaluation
The four levels of Kirkpatrick's evaluation model are as follows:
Level 1: Reaction
This level measures how your trainees (the people being trained), reacted to the training. Obviously, you want them to feel that the training was a valuable experience, and you want them to feel good about the instructor, the topic, the material, its presentation, and the venue.
It's important to measure reaction because it helps you understand how well the training was received by your audience. It also helps you improve the training for future trainees, including identifying important areas or topics that are missing from the training.
Level 2: Learning
At level 2, you measure what your trainees have learned. How much has their knowledge increased as a result of the training?
When you planned the training session, you hopefully started with a list of specific learning objectives: these should be the starting point for your measurement. Keep in mind that you can measure learning in different ways depending on these objectives, and be depending on whether you're interested in changes to knowledge, skills, or attitude.
It's important to measure this because knowing what your trainees are learning and what they aren't will help you improve future training.
Level 3: Behavior
At this level, you evaluate how far your trainees have changed their behaviour, based on the training they received. Specifically, this looks at how trainees apply the information.
It's important to realize that behaviour can only change if conditions are favourable. For instance, imagine you've skipped measurement at the first two Kirkpatrick levels and, when looking at your group's behaviour, you determine that no behaviour change has taken place. Therefore, you assume that your trainees haven't learned anything and that the training was ineffective.
However, just because the behaviour hasn't changed, it doesn't mean that trainees haven't learned anything. Perhaps their boss won't let them apply new knowledge. Or, maybe they've learned everything you taught, but they have no desire to apply the knowledge themselves.
Level 4: Results
At this level, you analyze the final results of your training. This includes outcomes that you or your organization have determined to be good for business, good for the employees, or good for the bottom line.
How to Apply the Model:
Level 1: Reaction
Start by identifying how you'll measure reaction. Consider addressing these questions:
Next, identify how you want to measure these reactions. To do this you'll typically use employee satisfaction surveys or questionnaires; however, you can also watch trainees' body language during the training, and get verbal feedback by asking trainees directly about their experience.
Once you've gathered this information, look at it carefully. Then, think about what changes you could make, based on your trainees' feedback and suggestions.
Level 2: Learning
To measure learning, start by identifying what you want to evaluate. (These things could be changes in knowledge, skills, or attitudes.)
It's often helpful to measure these areas both before and after training. So, before training commences, test your trainees to determine their knowledge, skill levels, and attitudes.
Once training is finished, test your trainees a second time to measure what they have learned, or measure learning with interviews or verbal assessments.
Level 3: Behavior
It can be challenging to measure behaviour effectively. This is a longer-term activity that should take place weeks or months after the initial training.
Consider these questions:
One of the best ways to measure behaviour is to conduct observations and interviews over time.
Also, keep in mind that behaviour will only change if conditions are favourable. For instance, effective learning could have taken place during the training session. But, if the overall organizational culture isn't set up for any behaviour changes, the trainees might not be able to apply what they've learned.
Alternatively, trainees might not receive support, recognition, or reward for their behaviour change from their boss. So, over time, they disregard the skills or knowledge that they have learned, and go back to their old behaviours.
Level 4: Results
Of all the levels, measuring the final results of the training is likely to be the most costly and time-consuming. The biggest challenges are identifying which outcomes, benefits, or final results are most closely linked to the training, and coming up with an effective way to measure these outcomes over the long term.
Here are some outcomes to consider, depending on the objectives of your training:
Conclusion:
Although Kirkpatrick's Four-Level Training Evaluation Model is popular and widely used, there are a number of considerations that need to be taken into account when using the model.
One issue is that it can be time-consuming and expensive to use levels 3 or 4 of the model, so it's not practical for all organizations and situations. This is especially the case for organizations that don't have a dedicated training or human resource department, or for one-off training sessions or programs.
In a similar way, it can be expensive and resource-intensive to "wire up an organization" to collect data with the sole purpose of evaluating training at levels 3 and 4. (Whether or not this is practical depends on the systems already in place within the organization.)
The model also assumes that each level's importance is greater than the last level and that all levels are linked. For instance, it implies that Reaction is less important, ultimately than Results, and that reactions must be positive for learning to take place. In practice, this may not be the case.
Most importantly, organizations change in many ways, and behaviours and results change depending on these, as well as on training. For example, measurable improvements in areas like retention and productivity could result from the arrival of a new boss or from a new computer system, rather than from training.
Kirkpatrick's model is great for trying to evaluate training in a "scientific" way, however, so many variables can be changing in fast-changing organizations that analysis at level 4 can be limited in usefulness.
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