Evaluating Training Programs 3rd Ed (Hardcover)
This book is about evaluating training based on:
The book explains why all four are important tools for evaluating training.
From the publisher:
An updated edition of the bestselling classic
Donald Kirkpatrick is a true legend in the training field: he is a past president of ASTD, a member of Training magazine's "HRD Hall of Fame," and the recipient of the 2003 "Lifetime Achievement Award in Workplace Learning and Performance" from ASTD
In 1959 Donald Kirkpatrick developed a four-level model for evaluating training programs. Since then, the "Kirkpatrick Model" has become the most widely used approach to training evaluation in the corporate, government, and academic worlds.
Evaluating Training Programs provided the first comprehensive guide to Kirkpatrick's Four Level Model, along with detailed case studies of how the model is being used successfully in a wide range of programs and institutions. This new edition includes revisions and updates of the existing material plus new case studies that show the four-level model in action.
Going beyond just using simple reaction questionnaires to rate training programs, Kirkpatrick's model focuses on four areas for a more comprehensive approach to evaluation: Evaluating Reaction, Evaluating Learning, Evaluating Behavior, and Evaluating Results.
Evaluating Training Programs is a how-to book, designed for practitioners in the training field who plan, implement, and evaluate training programs. The author supplements principles and guidelines with numerous sample survey forms for each step of the process. For those who have planned and conducted many programs, as well as those who are new to the training and development field, this book is a handy reference guide that provides a practical and proven model for increasing training effectiveness through evaluation.
In the third edition of this classic bestseller, Kirkpatrick offers new forms and procedures for evaluating at all levels and several additional chapters about using balanced scorecards and "Managing Change Effectively." He also includes twelve new case studies from organizations that have been evaluated using one or more of the four levels--Caterpillar, Defense Acquisition University, Microsoft, IBM, Toyota, Nextel, The Regence Group, Denison University, and Pollack Learning Alliance.
Page 354 Case Studies of ImplementationConclusion
100% Proficiency™ Training Method
We decided to use the 100% Proficiency™ training method, which
was developed by Effective Training Solutions (ETS), a California based training and consulting firm. Through years of training work
with high-tech manufacturers, other companies, and government agencies, ETS found that traditional classroom teaching methods
were not workable when applied to the demand for rapidly developed proficiency that exists in today's high-tech industry.
The 100% Proficiency™ training method is not classroom training. It is self-paced, yet its structured, it's guided supervision by a trained facilitator, and its' unique study and training facilitation tools distinguish it from other self-paced learning. This training system is taught to client organizations, which then apply it to their particular training needs. The method of learning results in employees who are fully proficient and who:
- Have all the necessary knowledge to do their jobs well
- Are fully able to rapidly and correctly execute the actions
called for in their jobs
- Are able to use good judgment when necessary
The 100% ProficiencyTM training system is based on research conducted by L. Ron Hubbard in the 1960s and published as a lecture
series. This research showed that training could be improved by shifting responsibility for and control of learning to the student. By setting the standard at 100 percent and giving the student relevant learning skills, the trainer's role shifted from a teacher or trainer to one of coaching and verifying proficiency. This system has demonstrated level 4 results [Reaction, Learning, Behavior and Results] for manufacturing as well as software training.
The core of this system is the "checksheet," which provides a road
map for the trainee to follow, with an exact sequence of steps, includ
ing study of work procedures and other documents as well as practical exercises that orient an employee to equipment or to the software
application. The checksheet also ensures that students practice or
"drill" with hands-on exercises sufficiently to become fully proficient
during training. This is different from traditional training in which students are expected to become fully proficient after training.
Page 359 & 360
All in all, this program was very successful. In conjunction with the
implementation of an improved business process, the training facilitated a quicker financial return to the business because of the method used. The following are factors that contributed to our success:
- The training was focused on solving a real business problem; because of this the business partners were fully committed to making it work.
- The training measures were identified by the business partners and agreed to before the training began. The results were to be collected by the business, and this made measurement of the training fairly straightforward.
- The Training Department did not own the training process. Process designers wrote the reference materials, and experts in each group were able to customize the process details for their students' situations. In this way we were able to train 130 people over a two- to three-week period.
- The 100% Proficiency™ training method ensured consistency across groups and proof of proficiency via the checkouts. The materials continue to be used successfully by the coaches to train new hires and transfers.
- Training continued on the job because the students received reinforcement and feedback from their trainers and managers as a normal course of the business measurement process.
This training project was perceived by the business managers and the participants as the most successful information systems training program they had ever experienced. Cost Accounting was impressed, with the success of its implementation and the results. The trainers were relieved when few people asked them for help after the system went live, and our Training Department was perceived as a real business partner. As a result, there is now a requirement in Manufacturing that all new processes be introduced using the 100% Proficiency™ training method and that the business owners, information systems developers, and Training Department measure and communicate the results at all four levels of evaluation (Reaction, Learning, Behavior and Results).
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