| In 1959, Kirkpatrick first outlined four levels of training | | | | training evaluation, the impact a programme has on |
| evaluation: | | | | individual managers, their teams and ultimately the |
| · Reactions – ‘liking or feelings for a | | | | organisation can be assessed in a number of ways. |
| programme’. | | | | · Individual – The impact the management training |
| · Learning – ‘principles, facts etc absorbed by | | | | and development has had on the individuals |
| the participants. | | | | performance and behaviour can be measured via |
| · Behaviour – ‘using learning on the job’. | | | | achievement of personal targets (e.g. cost reductions, |
| · Results – ‘increased production, reduced | | | | sales increases etc) as well as observations from their |
| cost’s etc’. | | | | manager or via 360° feedback appraisals. |
| Clearly an organisation would not invest in a new | | | | · Team – The impact the programme has had on |
| product or service if management thought that it would | | | | the managers team can be measured via |
| be a flop! | | | | achievement of team targets and performance |
| Any evaluation must therefore start at the design | | | | measures (e.g. customer satisfaction, absence rates |
| stage of a programme. | | | | etc) as well as observations on team behaviour from |
| What is the purpose of the management training? | | | | external/internal feedback surveys. |
| What issues is the organisation struggling to resolve? | | | | · Organisation – Ultimately the impact a |
| What does the organisation wish to see differently | | | | management training and development programme |
| from its people? | | | | has on the organisation can be assessed via the |
| For example, does the organisation wish to: | | | | organisations own metrics (profitability, sales growth, |
| · Increase productivity of staff? | | | | market share etc) as well as internal employee |
| · Reduced mistakes/quality problems? | | | | satisfaction and motivation surveys. |
| · Increased sales or market share? | | | | It is vital that organisations assess the impact their |
| · Have more effective and productive working | | | | management training and development programmes |
| relationships between managers/functions? | | | | have to ensure that the investment they make pays |
| · Improve motivation and reduce staff turnover. | | | | off. To achieve this, the purpose and outcomes of the |
| Once the outcomes of a management training and | | | | programme must be clearly defined and methods of |
| development programme are clear, it makes the task | | | | monitoring set up to collect the relevant data at an |
| of evaluation much easier. | | | | individual, team and organisational level. |
| Building on the principles of Kirkpatrick’s model of | | | | |