Training Industry Magazine - July/August 2021 - 31

and implementation - so you can correct
issues and maximize performance and
results along the way.
Before training, find out what metrics are
important to the stakeholders, the managers
of learners, the learners themselves and the
leadership development cohort. Make sure
you have metrics for both performance and
outcomes. Determine who will gather and
report the data and in what format. Decide
which data will be reported throughout
the initiative to track progress and identify
areas for improvement.
CONNECT
THE DOTS
Prior to and during training, let learners
know what they are expected to do
after training, what support is available
to them, how their performance
outcomes will be tracked and how they
contribute to organizational success.
Making the connection between training,
performance and high-level outcomes
has many benefits. Participants come to
training with a higher level of interest and
are more engaged. Therefore, they learn
more, and - when applying their new
learnings on the job is difficult - support
is available to them.
The kirkpatrick model
Level 4:
results
Level 3:
behavior
Level 2:
learning
Level 1:
Reaction
The degree to which participants
apply what they learned during
training when they are back on
the job.
The degree to which participants
acquire the intended knowledge,
skills, attitude, confidence and
commitment based on their
participation in the training.
The degree to which participants
find the training favorable,
engaging and relevant to their jobs.
The degree to which targeted
outcomes occur as a result of the
training and support and
accountability package.
Perhaps the most critical time for
creating training success is when training
graduates return to the job. Ensure
there are regular checkpoints to verify
that support and accountability actions
occur. Use technology to set automated
reminders for yourself, supervisors,
stakeholders and the training graduates.
Most programs are not instantly
successful. Expect to have setbacks, and
be prepared with a remediation plan. This
is the reason that continual monitoring
and reinforcement is required for success
in most programs. Program plan changes
are to be expected; they are not signs
of failure.
REPORT
MEANINGFUL DATA
Powerful program data are a combination
of numbers and supporting metrics
on performance and results. Connect
learning, performance and results to
tell your success story. If you attempt to
report program results with no on-the-job
performance data, expect objection that
some other factor created or influenced
the outcomes. If you provide numeric data
and no supporting stories or evidence, it
is also difficult to make the connection.
There are always multiple factors that
influence results. A simple way to
collect this data is to survey the remote
leaders and their supervisors on what
factors contributed to their success.
Ensure respondents can provide openended
responses, so you capture their
stories.
Remote leaders would likely say their
success is due to a combination of
things, such as training, technology
tools, support from their peers,
supervisory guidance, personal initiative
and regular progress checkpoints. With
a reasonable investment of resources,
you can show the relative contribution
of these factors at Kirkpatrick Levels 2,
3 and 4.
The blended data shows the value that
training brings to the company and
highlights other important factors in
company success, giving credit where
credit is due and contributing to a teambased
approach to success.
GET
STARTED
Do not be intimidated if you have
never created a training plan
including performance support and
accountability. Select one important
initiative with executive sponsorship
and support to use as a pilot. Create
a committee to work with you. Focus
more resources on the post-training
plan than on the training itself. The
time you dedicate to the pilot is an
investment that will make subsequent
programs faster and easier.
Before you know it, you will be building
and implementing Level 3 plans for
all important company initiatives and
successfully connecting training,
performance and results. More
importantly, you will be maximizing
program outcomes and minimizing
resources invested. And, that's a
blueprint for training that works.
Jim and Wendy Kirkpatrick are coauthors
of " Kirkpatrick's Four Levels
of Training Evaluation. " Learn more
at kirkpatrickpartners.com. Email Jim
and Wendy.
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Training Industry Magazine - July/August 2021

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