Monday, August 19, 2019

Entries for 2012

This week we are pleased to share our newest article from the February issue of Training Magazine.

Read as Jim and Wendy Kirkpatrick explain how return on expectations (ROE) demonstrates the degree to which training initiatives satisfy the expectations of key business stakeholders.

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You designed and developed a training program that meets a business need. You delivered it, and since then, you have been gathering and analyzing data.

Now comes the moment of truth: Can you show that your training delivered organizational value?

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A former co-worker of Wendy’s used to say, “If you don’t have time to do it right, when will you have time to do it over?” Most of us are so busy that it’s difficult to be systematic about good program design and execution.

If you have followed the advice in this quick tip series and planned your training program with on-the-job application in mind, your post-program activities are already in place for you.

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This quick tip series provides fast and inexpensive ways to reach Levels 3 and 4. It’s based on the popular webinar entitled Getting to Kirkpatrick Levels 3 and 4.

Jim was working with a client a few years back that had won a number of industry awards for their training programs. One of their showcase programs was their new hire onboarding program. They were especially pleased with their Level 1 survey results. “We consistently average 4.8 on a 5 point scale! To be honest, we don’t think we need to consider any changes to that program,” they said.

Jim suggested that they add one question to their evaluation form: “I know what is expected of me as a result of attending this training.”

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Getting to Level 3 is not as difficult, expensive or time-consuming as some people think.

In this quick tip, we provide a list of practical steps training professionals can take before a training program to support on-the-job implementation.

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Getting to Kirkpatrick Levels 3 and 4 is not as difficult, time-consuming or expensive as some believe. Our first tip is to remember that the end is the beginning.

At the beginning of any initiative or training program, start by considering the highest level result your organization is charged with accomplishing. This could be profitable sales growth, saving lives or keeping the nation safe. Use this Level 4 Result as your target for any and all efforts in the initiative. If you cannot describe how the intended training would in some way positively impact your overall result or mission, you aren’t on the right track.

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Alan finished up his program and distributed the evaluation forms. Participants completed the evaluations, left them in the designated location, thanked him for a good program and departed. Alan flipped through the forms to make sure the comments were positive and then filed them in a folder.

Does this scenario sound familiar? As we work with training professionals around the world, many admit with concern that they think they are not doing the “right” things with the evaluation data they collect.

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Kirkpatrick Quick Tip Vol. 2 #33

Monica wrapped up her three-day communication skills program, bid the participants farewell and turned her attention to the evaluation forms.

Nearly every participant had given her a rating of 5 out of 5. There were few comments or complaints, although some participants said things like "great job" on the bottom of the form.

Monica thought this was positive, but wasn't completely sure. After such a robust program, shouldn't there have been more comments

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