All of our work is based on the sound principles in the Kirkpatrick Model created by Dr. Don Kirkpatrick in the 1950s.
The Kirkpatrick Four LevelsTM Evaluation Model
Level 1: Reaction
To what degree participants react favorably to the training
Level 2: Learning
To what degree participants acquire the intended knowledge, skills, attitudes, confidence, and commitment based on their participation in a training event
Level 3: Behavior
To what degree participants apply what they learned during training when they are back on the job
Level 4: Results
To what degree targeted outcomes occur as a result of the training event and subsequent reinforcement
Kirkpatrick Foundational Principles
1. The end is the beginning
Effective training evaluation begins before the program even starts. Don Kirkpatrick says it best on page 26 of Evaluating Training Programs: The Four Levels (1st Edition, Berrett-Koehler, 1993):
“Trainers must begin with desired results and then determine what behavior is needed to accomplish them. Then trainers must determine the attitudes, knowledge, and skills that are necessary to bring about the desired behavior(s). The final challenge is to present the training program in a way that enables the participants not only to learn what they need to know but also to react favorably to the program.”
Attempting to apply the four levels after a program has been developed and delivered makes it difficult, if not impossible, to create significant training value. All four levels need to be considered at every step in the program design, execution, and measurement.
2. Return on Expectations (ROE) is the ultimate indicator of value
When executives ask for new training, many learning professionals retreat to their departments and start designing and developing suitable programs. While a cursory needs assessment may be conducted, it is rarely taken to the point that expectations of the training contribution to an overall business initiative are completely clear.
Much of the training and consulting that the Kirkpatricks do involves helping learning professionals negotiate key business stakeholder expectations. This is a process where learning professionals ask questions to clarify and refine the expectations of the key business stakeholder so that they are satisfying to the latter and realistically achievable to the former. Learning professionals then need to convert those rather generic expectations into observable, measurable success outcomes by asking the question, “What will success look like to you?” Those success indicators then become the Level 4 outcomes – the targets – to which you can sharply focus your collective efforts to accomplish return on stakeholder expectations.
3. Business partnership is necessary to bring about positive ROE 
We do not believe that training events in and of themselves deliver positive, bottom line outcomes. Much has to happen before and after formal training. Historically, the comfort zone of learning professionals has been Levels 1 and 2. We believe this is one of the major reasons why many learning professionals spend almost all of their time there. But the actual execution of learning programs and overall corporate strategy occurs primarily at Level 3.
Therefore, not only do we need to call upon our business partners to help us identify what success will look like, but we will need a cooperative effort throughout the learning and performance processes.
Before training, learning professionals need to partner with supervisors and managers to prepare participants for training. Even more critical is the role of the supervisor or manager after the training. They are the key people to reinforce newly learned knowledge and skills through support and accountability. The degree to which this reinforcement and coaching happens directly correlates to improved performance and positive outcomes.
Workplace learning professionals must make a business case to their key stakeholders that they need to work together along the learning and performance continuum to create a positive return on their expectations.
4. Value must be created before it can be demonstrated
Dr. Brent Peterson at Columbia University compared the amount of time that is spent developing training and related activities, and what actually contributes to learning effectiveness. He found that the typical organization invests 85% of its resources in the training event, yet those events only contributed 24% to the learning effectiveness of the participants. The activities that led to the most learning effectiveness were follow-up activities that occurred after the training event.
What does this mean? That we are putting most of our time into designing, developing and delivering training (L1 and L2) and only getting about one-quarter of the benefit. And we are spending virtually none of our time on the follow-up activities that translate into positive behavior change and subsequent results (L3 and L4) that we intend our training programs to deliver.
To create maximum value within their organizations, it is essential that learning professionals redefine their roles and extend their expertise, involvement, and influence into Levels 3 and 4.
5. A compelling Chain of Evidence demonstrates your bottom line value 
We believe that each of us – individuals, departments, the entire training industry – is on trial, accused of “not bringing enough value to the bottom line to justify our costs.” And in all cases, there is either an individual or group of business leaders who are sitting in judgment of our performance and our impact to the business.
The Kirkpatricks do not believe in attempting to isolate the impact of training in order to prove our value. Instead, we advocate presenting a Chain of Evidence that illustrates the value of the entire business partnership effort. A Chain of Evidence consists of data and information that sequentially connects the four levels and shows the contribution learning has made to the business. When workplace learning professionals work in concert with their key business partners, this chain of evidence supports the partnership effort and shows the business value of working as a team to accomplish the overall goal.