Evaluating Training Programs: The Four Levels
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Since its creation in 1959, Donald Kirkpatrick's four-level model for evaluating training programs has become the most widely used approach to training evaluation in the corporate, government, and academic worlds. This new edition includes revisions and updates of the existing material, plus new case studies that show the four-level model in action.
Foreword to the First EditionForeword to the Second EditionPrefacePt. 1Concepts, Principles, Guidelines, and Techniques11Evaluating: Part of a Ten-Step Process32Reasons for Evaluating153The Four Levels: An Overview194Evaluating Reaction255Evaluating Learning396Evaluating Behavior487Evaluating Results598Implementing the Four Levels67Pt. 2Case Studies of Implementation719Making a Play for Training Evaluation: Montac, A Fictitious Company7310Balancing Your Evaluation Act8711Evaluating a Training Program for Nonexempt Employees: First Union National Bank9912Evaluating a Training Course on Performance Appraisal and Coaching: Kemper National Insurance Companies10613Evaluating a Training Program on Presentation Skills: Arthur Andersen & Company12014Evaluating the Creative Manager Training Program: Motorola Corporation12915Evaluating a Training Program on Developing Supervisory Skills: Management Institute, University of Wisconsin14016Evaluating a Leadership Training Program: Gap Inc15317Evaluating a Training Program on Problem Solving: City of Los Angeles17818Evaluating a Corporatewide Performance Improvement System: Intel Corporation18619Evaluating an Outdoor-Based Training Program - a Search for Results: St. Luke's Hospital20420Evaluating a Safety Training Program for Managers: Fluor Daniel Hanford, Inc22121Evaluating a Training Program on Stress Management for Intact Work Teams: Midwest Electric, Inc23922Developing an Effective Level 1 Reaction Form: Duke Energy Corporation26523Evaluating a Training Program at All Four Levels: Cisco Systems, Inc272Index283The Author291
