The Kirkpatrick Model, created by Donald L. Kirkpatrick in the 1950s and later updated by him and his son, James D. Kirkpatrick, is a widely used framework for evaluating the effectiveness of training and learning programs. The model consists of four levels, each assessing different aspects of training and learning:

1. Level 1: Reaction (or Satisfaction) - This level measures participants' immediate reactions and satisfaction with the training program. It involves collecting feedback on the training's content, materials, instructor, and overall experience. Common methods for gathering data at this level include participant surveys and feedback forms.

2. Level 2: Learning (or Knowledge) - At this level, the focus shifts to assessing what participants have learned during the training. It involves evaluating whether participants have acquired the knowledge and skills intended to be taught. This assessment can be done through quizzes, tests, assessments, or observations of participants' performance.

3. Level 3: Behavior (or Application) - Level 3 assesses the extent to which participants apply what they have learned in the actual workplace or real-life situations. It looks at whether there is a noticeable change in behavior or performance as a result of the training. Data collection methods may include surveys, observations, and performance reviews.

4. Level 4: Results (or Impact) - The highest level of evaluation measures the impact of the training on the organization's goals and objectives. It assesses whether the training has had a positive effect on business outcomes, such as increased productivity, revenue, or cost savings. Data collection at this level can be more challenging and often requires tracking performance metrics over time.

The Kirkpatrick Model provides a systematic way to assess the effectiveness of training programs by moving from participant reactions and learning outcomes to changes in behavior and, ultimately, organizational results. It helps organizations make data-driven decisions about their training and development efforts and make improvements where necessary.

The holy grail of business training is what they call Level IV: Impact (see Question #1). It’s the final step to realize the training objective's impact on business goals and results. The problem with most training programs is the time it takes to reach Level IV (if it's ever reached at all). You are a busy leader and need to be as efficient and effective as possible with your and your teams time. You will begin using ROE before the workshop is finished!

Yes! It's one of my favorite things to do! 

Identifying Problems vs Pains

Businesses have problems and people have pain. The training objective must solve for a business problem. This is step one before any personal pain can be treated. If you address the problem, a lot of the pains will take care of themselves.

In my experience in working with 1000s of companies over 20+ years, there are 15+ common business problems, but c-o-u-n-t-l-e-s-s pains! 

ROE Training is very effective at solving business problems, which are pretty consistent across all organizations.  

Our first step will be to schedule a call to identify the business problem(s). When we solve for that; you can generate a real ROI from your learning and development program. 

Common Business Problems Areas

• Communications
• Sales
• Customer Experience/Relations
• Values
• Change
• Measurement
• Productivity
• Financial
• Employee Performance
• Organizational Culture
• Efficiency
• Quality
• Know-how/Skillset
• Business Model
• Operations