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