No matter what the training covers, we always want to evaluate whether or not it achieved the shaped behavior identified through our needs assessment. Training can be designed to cause changes in a variety of employee attitudes and behaviors; and as a result, it can be assessed in a number of different ways, depending on what we were trying to accomplish. One of the most common assessment options is called the Four-Level Evaluation Method. It measures reaction, learning, behaviors, and results.
In reaction evaluations, the organization asks the participants how they feel about the training process, including the content provided, the instructors, and the knowledge that they gained by going through the process.
Learning evaluations are level-two measures designed to determine what knowledge the individual gained, whether they learned any new skills because of the training, and whether the person’s attitudes toward their knowledge or skill set has changed as a result of the training. Learning evaluations are easily done using quizzes, tests, and even topic-based discussions.
Behavior evaluations are designed to determine whether or not the trainee’s on-the-job behaviors changed as a result of the training. Behavior evaluations usually take the form of observation of the individual on the job, after completion of the training process.
In a results evaluation, we try to determine whether or not individual behavioral changes have improved organizational results. In other words, we look at the organization’s bottom line to determine whether or not productivity has increased.
One challenge in assessment is developing metrics to assess training. Measurements of training have become significantly more important in the past few years. We now have the capacity to analyze large sets of data to find out how successful a particular approach is in creating a more skilled workforce. We also want to make sure we don’t spend money without getting results.
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