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Last week, I somewhat cavalierly declared everyone afraid of Level 4. To my pleasant surprise, I had a variety of respondents who commiserated with me, but stated that they are not afraid, and they are taking actions to get to Level 4. 

For example, I spoke with Travis, a consultant in the Washington, D.C. area. He said he works with his clients to see the importance of focusing on organizational outcomes when planning and executing training and performance improvement initiatives. While he said that sometimes it's like he is speaking a foreign language, he continues to try. 

On the Kirkpatrick Partners Facebook page, Joe said that it's like the emperor's new clothes. Many people realize that training produces little in the way of results, so they don't want to expose this sad reality. 

What are you seeing in your work? We would love to hear your response in this discussion:
Fear of Level 4 - An active, online discussion

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Additional Resources

Kirkpatrick Four Levels® Evaluation Certification Program - Bronze Level

Kirkpatrick's Four Levels of Training Evaluation

Creating ROE: The End Is the Beginning

Kirkpatrick Foundational Principles

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Comments

# Wendy Partners
Friday, March 23, 2018 10:01 AM
A comment about this post was emailed to me (Wendy Kirkpatrick):

After 20 years of experience as an instructional designer, I don’t believe the problem is that people are “afraid” of Level 4; it’s just that businesses (especially large ones) perceive it as being difficult to measure training results long-term because: (1) there are many non-training-related factors that feed into learning; (2) it is expensive to do follow-up to that degree; (3) they have a lot of other priorities. I would say that with all the clients I’ve worked with, only a handful of very committed ones do Level 4, and it can even be a struggle for them – in spite of all of their efforts. I’m not sure how to address that or change the commitment / perception, but did want to share that with you. Just something to think about.

>>Here is my response, which I hope will help everyone in this common situation:

I think we need to change our perception of what it means to "do Level 4". Every program, no matter how large or small, should start with considering how it will impact what is organizationally important. If you can't figure out how the program will benefit the organization, then it probably is not a good use of resources.

When you are clear on the benefits, then consider what key company metrics it might impact. This is more relevant the larger the program. If key metrics are identified, they are likely already being measured or tracked by someone in the organization.

Starting with a focus on Level 4 makes it much simpler.
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