We are trying to determine a goal for how much of our training (classroom, Web-based, etc.) should receive a Level 3 evaluation. Is 30% too little, is 60% too much? Should we use relevant size or cost of training to determine if we should do a Level 3?

Please share your thoughts - and any industry guidelines/standards you might know of.

Thanks -g

If it is worth investing $$ in training (skill development) then measuring impact/progress should become an integral and expected activity.

You can administer assessments over time that incorporate more than one training event...allowing you to focus on skills from multiple learning events rather than a specific class.

Jeff

I would argue that percentages on any of the Kirkpatrick levels should not be uniform.

The first question you should always ask in evaluation is "why evaluate?"

For instance, if you're not going to change the trainer, course material or delivery means (maybe because you've already piloted it and now need to keep it standardized) than don't ask level one questions.

As for level three, there are some organizations (especially that focus heavily on certification of workers or employees need to pass particular safety tests or performance standards set by the state in order to continue doing work), than most training should be a level three evaluation. Others in which there is no certification required, there are variable ways to achieve the same result and level four metrics are obvious (such as dollar amounts and close rates by the sales force) than there might be no reason to conduct ANY level three evaluations.

You should not conduct X percentage of any level of evaluations because that's what others do. You should conduct particular evaluations because of your answer to "why evaluate?" If all of your training is new and is undergoing revision (you intend to change all courses) than all courses should have extensive level one evals. If training is controversial or resource intensive than you need to do ROI analysis.

Rule 1: Follow lead of executives. Fulfill (or anticipate in justifying your programs/budget) the information needs executives will demand...

...or eventually ask for (esp. at times like now when times are tight and things are looked at closely). Focus on their needs (key business issues where you can prove impact) and the big items that might come under speculation.

X% or some magic formula won't work as well as addressing the needs of the folks driving the business.