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Beginning in 2007, during the early development of Kirkpatrick Partners, plans and actions were drafted to ensure the maximization of both Levels 3 and 4. This still occurs today with continuous evaluation and improvement. 

Required drivers are defined as processes and systems that reinforce, monitor, encourage or reward performance of critical behaviors on the job. For this week and the weeks following, we will look at each of these four components of the Level 3 required driver package from within Kirkpatrick Partners. The purpose is to help every employee and organization to be successful.

We begin our series with Monitoring. Like we discuss in our new book, Kirkpatrick's Four Levels of Training Evaluation, monitoring is all about accountability. If there is no system of accountability in place after training, even those with good intentions will give up or wander back to the way they used to do things. People are conditioned by the fact that organizations monitor and report on what they think is important, such as sales, profitability, customer retention, employee turnover, defective rate, scrap or waste, market share, etc.

Now, let's look at the practices inside of Kirkpatrick Partners.

In order to monitor performance, we first decided how we would go about it. We have put several technology components in place.

1. Processes – We have done our best to detail critical behaviors and specific tasks for each major work system and employee’s job. First and foremost, we emphasize “following the process.”
2. Wrike – This is a software program that manages each person’s priorities, due dates, work time and task completion.
3. Weekly calendar – Each employee plots tasks for the coming week depending on priorities and due dates. 

Next, we had to decide which behaviors to monitor. The quick answer was what we call "critical behaviors," which are those that must be consistently performed in order to achieve Level 4 Results.

A major part of our actual monitoring process is self-monitoring. Each employee, including Wendy and I, uses Wrike continually throughout each work day to document task progress, time spent and when tasks are completed. 

On-the-job observation and work review are common occurrences at Kirkpatrick Partners. This can take the form of one of the Events Team members listening in on a conference call and checking for the proper performance of critical behaviors. This can also take the form of one team member reviewing an out-the-door packet that another has created for one of our Kirkpatrick Certified Facilitators prior to an event. 

Team members are an important part of the monitoring process in other ways. This occurs formally during daily team meetings. An example would be when a team member reviews an upcoming event step by step so that all other team members can check for accuracy and completeness. This is also done peer to peer either formally or informally.

Supervisory review is a final piece of the monitoring package. The key here is that much of the monitoring and accountability has already happened. Supervisory review typically takes the form of Wendy or me taking a look at task status and process compliance. It is often during a one-on-one "touch point" with an employee. 

We suggest that you consider building or enhancing the accountability methods for your mission-critical programs. Why? Because without some level of monitoring of Level 3 performance, on-the-job application and subsequent significant results will be in great jeopardy. 

Join the Discussion

What accountability methods are you using? Here are some ways to join the conversation:

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Additional Resources

​Kirkpatrick Four Levels® Evaluation Certification Program - Bronze Level

Kirkpatrick's Four Levels of Training Evaluation

Do You Fly Blind After Training?

Do You Translate Competencies into Expectations?

Is Your Leadership Training on Track? Part 4
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# Deanna McBeath
Monday, July 18, 2016 11:17 AM
Hi Jim -
How are you reporting out the success of the critical behaviors? I understand Wrike to be a self report on tasks so where do the peer to peer and supervisor monitoring results come from and can they be summarized and compared from time to time?
Thank you,
Tuesday, July 26, 2016 1:23 PM
Hi Deanna. We suggest using a dashboard. You know, in a car it tells you how well your trip and vehicle are going. On the dashboard, include the critical behaviors themselves (to what degree people are applying), a couple of the required drivers (are the coaching sessions happening, communities of practice being accessed, o-j-t, etc. Finally, what you are asking - the leading indicators (Level 4) of success. The L4 fruit of the L3 effort. These are observations and metrics that show that things are improving internally (quality, timeliness, internal audits, volume, employee engagement, etc) and ultimately externally (customer response, benefits to those whom the critical behaviors are intended to impact), sales, cost savings, mission contribution, etc. The important issue is this is a hybrid approach - L3 and L4. Jim
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