 | Transferring Learning to Behavior: Using the Four Levels to Improve Performance |
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Average customer review:
(4 customer reviews)
Product Description
- Amazon Sales Rank: #362965 in Books
- Published on: 2005-03-10
- Original language: English
- Number of items: 1
- Binding: Hardcover
- 220 pages
About the Author
Donald L. Kirkpatrick is a Professor Emeritus, University of Wisconsin, and a widely respected teacher, author, and consultant. He has over thirty years of experience as professor of management at the University of Wisconsin and has held professional training and human resource positions with International Minerals and Chemical Corporation and Bendix Corporation. He is the author of eight management inventories and six books: Evaluating Training Programs: The Four Levels, How to Manage Change Effectively, How to Improve Performance Through Appraisal and Coaching, How to Train and Develop Supervisors, How to Plan and Conduct Productive Business Meetings, and No-Nonsense Communication. He has received the Best Book of the Year award from the Society for Human Resource Management. Don is past president of the American Society for Training and Development (ASTD) and is best known for developing the internationally accepted four-level approach for evaluating training programs. In 1997, he was introduced into TRAINING magazine's Hall of Fame, and in 2004 received the Lifetime Achievement award from ASTD. He received his BBA, MBA, and PhD degrees from the University of Wisconsin. He lives in Pewaukee, Wisconsin, and is a senior elder at Elmbrook Church and an active member of Gideons International.
Most helpful customer reviews
10 of 10 people found the following review helpful.
By Yvette Borcia and Gerry Stern
This book shows how to make training a key player in achieving organizational improvement and business success. It operationalizes a previous publication by the authors, "Evaluating Training Programs" (new edition available from Berrett-Koehler), which set forth a Four Level Model for evaluation. The model consists of: 1. reaction of trainees; 2. extent to which learning has occurred; 3. extent to which behavior has changed as an outcome of the program; and 4. extent to which organizational performance results have been effective in operational and business terms (e.g., improvements in quality, productivity, retention, efficiency, growth, and profitability). The current work recommends that training professionals think in strategic terms by starting with the level 4, working in collaboration with line managers to determine business and organizational outcomes that are desired. Then, work backwards, defining the behaviors that are needed to achieve targeted goals (level 3) followed by identifying the knowledge, skills and attitudes targeted employees require to behave (perform) accordingly (level 2), and finally, (level 1) how to get people to come and be receptive to change. The book recasts training in the strategic organizational/business role of improving, growing, and making the enterprise more successful. The book is filled with to-the-point principles, guidelines, ideas and insights. A vast number of subjects are addressed, such as a learning culture and reward reinforcement.
One of many cases presented spotlights key drivers of success: 1. a strategic perspective (achieving a business result); 2. aligning priorities of line management with trainers; 3. strong ownership by line management of the program; 4. strong line-of-sight of trainees between learning, actions (performance), and rewards, and 5. management action.
This is an important book, rich with valuable content. Very highly recommended.
6 of 7 people found the following review helpful.
By Rolf Dobelli
In many companies, employees run from one training seminar to the next. That's because executives hire high-powered consultants who recommend training programs to improve performance and bolster profits. However, without the proper philosophical approach and practical execution, training can have negligible bottom-line results and the only one who really profits is the consultant. More than 10 years ago, author Don Kirkpatrick wrote a groundbreaking book on the "four levels" of training evaluation. This time, Kirkpatrick and his son, James, have collaborated on a book that will help any company maximize the results of its training program. If writing big checks to consultants for minimal results is your idea of fun, don't read any further. But if, like most executives, you believe in getting a healthy return on your training investment, we highly recommend this concrete approach.
1 of 1 people found the following review helpful.
By Pamela L. Robinson
For far too long, some HPT practioners have regarded evaluation as the last step in the ADDIE model. The truth is that evaluation is an intregal part of the entire process, beginning with assessment. The Kirkpatricks present a fascinating look at the development of the classic Kirkpatrick Model, but more importantly, present the New Kirkpatrick Model. This new model focuses on the crucial role of the business partners, the determination of the Return on Expectations (ROE), and the importance of creating a compelling Chain of Evidence. ROE is important because Jack Phillips himself has written that not all HPT interventions are candidates for an ROI evaluation. ROE can be used to supplement or replace ROI.
Read this book. Use the model. It works. I know from first-hand experience.
http://astore.amazon.com/amazon-book-books-20/detail/1576753255
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