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Individual Learning for Organisational Development : Belgian- Tanzanian Scholarship Programme

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Evaluation of trainings: Using the Kirkpatrick model

Evaluation of trainings: Using the Kirkpatrick model

Evaluating trainings

The general and specific objective of the BTC Scholarship Programme is to contribute to the institutional capacity development and the organizational strengthening of beneficiary government institutions in two sectors: Local Government Reform (LGR) and Natural Resources Management (NRM). To achieve these objectives, practical trainings about LGR and NRM are given in selected districts in the country. The project is approaching its end and most of the trainings have been conducted by now. In the last phase of the project, it’s very important to undertake a final evaluation of the impact of the trainings in the daily performance of these selected institutions. For this evaluation, specific follow-up tools have been created. The Kirkpatrick model has been used to improve these evaluation tools and to check whether the trainings are evaluated at all critical levels.

The Kirkpatrick model

The Kirkpatrick Model is a model for evaluating the effectiveness and impact of a training in order to improve the training. The model takes into consideration 4 levels of evaluation. 
  1. Level 1: Reaction
  2. Level 2: Learning
  3. Level 3: Behaviour
  4. Level 4: Results
On the first level, the reaction of trainees towards the training are being measured, mostly via a questionnaire or interview of the trainees after the training. On the second level, the level of actual learning of the participants is being measured. Has the knowledge, skills or attitudes of the trainees increased as a result of the training? One way of answering this questions is through the comparison of a pre- and post-test (testing the trainees before and after the training) for example.
The third level measures changes on the job due to the training. Did the training influence how learners perform in their jobs? Do they apply the learned knowledge, skills and/or attitudes in their work? As many people as possible that could be in a position to notice changes in the work performance of the training participants should be interviewed at this stage. For example: 
  • Participant/ learner
  • Supervisor/mentor
  • People who the trainees deliver service too (customers/ community)
  • Colleagues
Observation on the job and review of documents produced by the training participant are also ways for finding this out.  The fourth level measures to what degree the targeted outcomes of the organization occur as a result of the training. Did the training have an impact on the larger organization outcomes? What are the effects on the business or environment as a result of the trainee’s performance improvement? This can be checked through comparing the performance of the institution before and after the training, through interviews, review of documents, etcetera. 

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