Kirkpatrick’s Training Model is a methodology used in the evaluation of training programs. The model was developed in 1959 by Donald Kirkpatrick and it consists of four levels namely: Reaction, Learning, Behavior, and Results (Hughes, 2012). The advantages of this model include the idea that it is a cheap and quick method of obtaining valuable insights regarding the course (Hughes, 2012). Secondly, the model offers managers and trainers a suitable idea regarding the advancement of attitudes, skills, and knowledge after the training program due to the existence of post-tests and pre-tests to ascertain the verifiable amount of learning that has transpired (Hughes, 2012). Thirdly, it provides a visible proof as to whether the newly gained attitudes, knowledge, and skills are being utilized in the occupation on a regular basis and if they are purposeful and important to learners’ jobs (Shah et al. 2012). Lastly, it allows for the analysis of the fruitfulness of a training program with regards to its general impact on the business. Like any other model, this model is characterized by various limitations (Hughes, 2012). First, the model only seeks to reflect the quick reading of the trainee while in class; results shouldn’t be utilized as a solid basis for transforming the educational strategy. Secondly, it requires an intensive insight to the evaluation procedure to establish valid learning measures (Hughes, 2012). Lastly, it demands an in-depth apprehension of the performance interventions and the main causes of the deficiencies in performance. Since 1970, there have been many advancements in the model.
Some of these modifications include Hamblin’s five-level approach (1974), Watkins, Keller, and Kaufman’s Organization Elements Model (1995), Philip and Holton’s Five-level Return On Investment framework (1995), and Kearns and Miller’s KPMT Model (1997) (Shah et al. 2012). These advancements in the model by different scholars are significant in the measurements of different factors such as Return On Investment, and industrial analysis. At Google Inc., the model will aid in the evaluation of eLearning and classroom training programs. Secondly, it would provide the organization with a logical structure and procedure to evaluate employee training programs (Shah et al. 2012). Thirdly, it would be significant in providing a deeper understanding of how the largely adopted system of eLearning at Google Inc. is significant in training and the significant difference in the learning experiences. Lastly, employing this particular model would provide a deep insight on the changes that need to be implemented in the training programs by the organization (Hughes, 2012). To evaluate results, I would utilize a control group to assist in the analysis of results.
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References
Hughes, C. (2012). Valuing people and technology in the workplace: A competitive advantage framework . Hershey, PA: Information Science Reference.
Shah, A., Wharton, T., & Scogin, F. (2017). Adapting an Interprofessional Training Model for Social Work Field Placements: An Answer for Better Mental Health Care Outreach for Older Adults in Primary Care. Journal of Teaching In Social Work , 37(5), 438-453. doi:10.1080/08841233.2017.1381215
