Do you need an evaluation model?
A number of organisations will use an evaluation model for their learning and development as a means of introducing consistency. If you evaluate one session one way and another in a different way, it’s more difficult to know which has been truly successful.
We’ve outlined four examples of evaluation models that have been used by organisations to measure the success of their learning and development.
You may want to implement one, or you might prefer to build your own model using the metrics that are relevant to your own development programs and modules.
Did you know 72% of people feel their performance would improve if they were given constructive, corrective feedback by their managers?
68% of employees who receive feedback and feel recognized in their role feel more fulfilled in their jobs4.
Using evaluations and feedback can directly impact your staff turnover as an organisation. Some reported up to a 15% lower turnover rate.
The Kirkpatrick model
Originally conceived in the 1950’s, the Kirkpatrick model focuses on four central evaluation points:
- Reactions: how your employees felt about the particular session.
- Learning: the principles and facts that have been absorbed throughout the session.
- Behavior: practical, user-based learning gained throughout the session.
- Results: changes to the organisation as a direct result of the session.
This particular model is a useful tool if you want to gain feedback from the participants of a training session as they can give you detailed accounts of what they’ve learnt.
However, critics of Kirkpatrick’s model argue that many of the answers to the above questions are self-reported and can’t always be relied upon as valuable metrics.
The Phillips’ Return On Investment Model took the idea and ran with it – more about this shortly.
Brinkerhoff success case method
This method identifies the most and least successful evaluations and analyses them in detail. The principle is that it’s no use to your organisation to examine the average evaluation – by looking at two extremes, you can clearly see what is working particularly well and what’s not working successfully.
From here, organisations can create a ‘case study’ around the results and answer the four following questions:
- What is really happening?
- What results, if any, is the program helping to produce?
- What is the value of the results?
- How could the initiative be improved?
You can then use these answers to consult with stakeholders, develop the training further and identify any gaps in the material that needs to be filled.
Philips’ return on investment model
Philips felt that the Kirkpatrick model was missing something. With this in mind, he added a fifth element that examined the impact of learning and development on an organisation’s ROI as opposed to the ROE (return on expectations) from Kirkpatrick.
The fifth and final ROI element allows businesses to use cost-benefit analysis to see the value of any particular training program. You’ll be able to see clearly if the training has produced any measurable returns or losses and exactly what they are.
Introduced in the 1990’s, the Easterby-Smith model also used four main principles to evaluate learning. This method was common during larger face-to-face events and has since lost popularity since the rise of e-learning and simulation training.