You Do The Hokey Pokey and You Turn Yourself Around, That’s What Its All About
Yes, you know that you were just singing that song in your head. The tune justcame to you and you know that you start by putting your left foot in and then your left foot out. Why do we shake it all about? We want to do the Hokey Pokey. If we put each of our appendages in, and shake them about we know that we will then have accomplished the Hokey Pokey. That is in fact a great process from which you can plan your training and development. Know what you aspire to…
Reason #3 – Lack of Objectives to Provide Direction and Focus
When choosing and designing a learning plan, you must use training and development objectives to focus on application and impact, not just learning. Designers and facilitators must have detailed objectives in order to effect job performance change. The following is a structure that Donald Kirkpatrick developed to assist development and assessment of those objectives:
Kirkpatrick’s Four Levels of Training Evaluation
|level||evaluation type -what is measured||evaluation description and characteristics||examples of evaluation tools and methods||relevance and practicability|
|1||Reaction||Reaction evaluation is how the delegates felt about the training or learning experience.||‘Happy sheets’, feedback forms.
Verbal reaction, post-training surveys or questionnaires.
|Quick and very easy to obtain.
Not expensive to gather or to analyze.
|2||Learning||Learning evaluation is the measurement of the increase in knowledge – before and after.||Typically assessments or tests before and after the training.
Interview or observation can also be used.
|Relatively simple to set up; clear-cut for quantifiable skills.
Less easy for complex learning.
|3||Behavior||Behavior evaluation is the extent of applied learning back on the job – implementation.||Observation and interview over time are required to assess change, relevance of change, and sustainability of change.||Measurement of behavior change typically requires cooperation and skill of line-managers.|
|4||Results||Results evaluation is the effect on the business or environment by the trainee.||Measures are already in place via normal management systems and reporting – the challenge is to relate to the trainee.||Individually not difficult; unlike whole organization.
Process must attribute clear accountabilities.
Levels 3 and 4 must be used to determine the actual business impact of training and development. If used correctly this model should be able to help you define both the behavior expected from the participants and the subsequent business impact driven by the program. If you can establish this prior to your training and development program you will have a much greater chance of success. That’s what its all about – no Hokey Pokey.