Kirkpatrick's Four-Level Training Analysis Model Applied

Case Scenario

Sunshine Supermarket can be an upcoming supermarket in Singapore. It first opened its door for business in the entire year 2014 at Jurong East. Sunlight Supermarket's primary aim is 'to serve the customer'. Keeping existing customers happy is important, because they are more likely to come back. This is more cost effective for the business than acquiring new ones. Sunlight Supermarket's original product selection of grocery and general merchandise has diversified to include kitchen appliances, electrical power goods as well as cell phone equipment.

In days gone by two year Sunlight Supermarket's growth has been considerable due mainly to its excellent customer support and quality of products. Sunshine Supermarket's market enlargement strategy is to permeate further in the Singapore market by starting the next store in Punggol.

Sunshine Supermarket would be recruiting 10 more retails staffs, three for the current branch and seven for the new branch. The brand new recruits would be international nationals without preceding retail experience. They might need to be trained in customer service, merchandising, stock taking and other functions. All employees have a different design of learning.

Three retails staffs who've been exemplary employees in the first branch will be advertised to the role of Store Manager, Purchase Supervisor and Supervisor respectively. Currently they lack control skills which might impede their performance in the new store.

Growth Leads:

Sunshine Supermarket is currently pursuing the market development strategy to expand its operations and they are planning to enter UK market in 2017.

Before explaining Kirkpatrick's four levels of Training Evaluation it is important to understand why such analysis is done. There are various types of evaluations ways to understand and "Kirkpatrick's for levels of Training Evaluation" is merely one of the thousand ways of training method that is used by training organizations to ascertain their training program effectiveness.

The reason for a new recruit, advertised staff or anyone who is sincere enough to carry employment position that they are not trained would feel he/she needs to learn before taking up that one responsibility that their company is assigning them. Each person have some other thinking e. g. I'd like be trained because I want to be accepted by my company, I wish to learn because I want to be respected by my company, I want my company and my fellow professionals to comprehend that they want me, and etc (Selvaraj, 2016).

On the other palm the company will also feel self-confident that the person who has undertake the training program will be on his/her 100% in accomplishing the job name given, because they are trained professionally about how to handle. You will see a lot of changes in the management of the business e. g. older management listening to whatever advice you might given for the company, the company promoting you faster as a result of sincere you may be showing, you'll be of course given more control since you are trained, and significantly they know that your quality of work will improve (Selvaraj, 2016).

Lastly and most importantlyin order for both get-togethers above, "person considering the course" and "company" to be satisfied, the training organization's training programmes MUST be easily proficient for anyone taking up the course to understand in order to perform the right work performance in the business's work environment.

And for any training group that wishes to meet their objective have to judge their training programs.

But there is three main reasons for a training organization to judge their training programmes and it is for deciding on whether to continue or discontinue an exercise program if it's too disliked by many, also to gain information how they can improve their training programs because of their future training programs, and finally and essentially if the budget and training received plays a part in their organization's purpose and goals (Selvaraj, 2016).

Apart from main reasons but common reasons for training evaluations are often known to determine the effectiveness of an application and ways that it can be improved, usually the training programmes continue by how they were going but trivial feedbacks are also taken for consideration sometimes to keep up the standard of the owns training organizations, they tend to be know to the following below (Selvaraj, 2016)
  • Is the trainer the best one experienced to instruct?
  • Are the schedules appropriate for the trainees?
  • Are the facilities beyond acceptable?
  • Was the coordination of the program up or beyond sufficient?
  • What can be carried out to increase the program?
  • Is the trainer providing effective options for preserving interest and show the desired behaviour, knowledge, and skills?

In overall training organizations do analysis for increasing future programs and at times this evaluation is the only way they can make a decision upon to continue or drop a programme if unsatisfied by many

(Source, Google: http://www. kirkpatrickpartners. com/portals/0/Images/Optmized%20Photos/chain%20(2). jpg)

If you provide training for your team or your organization, then you definately should know how essential it is to determine its efficiency. Besides, you don't want to waste time or cash on training that does not give a good turnover (Mindtools, 2016).

Here is when Kirkpatrick's Four-Level Training Analysis Model can help you in determining the efficiency and make of your training, to be able to improve it in the foreseeable future, there exists four levels that represent the sequence of ways to judge working out program (Mindtools, 2016).

  • Level 1 - Reaction
  • Level 2 - Learning
  • Level 3 - Behaviour
  • Level 4 - Results

Level 1 - Reaction: As the expression reaction implies, evaluation on this level measures how those who participate in the program respond to it. It could be also known as the way of measuring customer (stakeholder) satisfaction. Analysis reaction may be the same thing as measuring customer satisfaction (Mindtools, 2016).

If training is going to be useful, it's important that trainees react well to it. Often they'll not be encouraged to learn. Also, they'll tell others with their reactions. Several coaches call the forms that are used for the analysis of effect happiness mattress sheets (Selvaraj, 2016).

The importance of Measuring Effect at Level 1: It offers the training group important opinions that helps them to evaluate the program with them as well as commentary and suggestions for bettering future programs (Trainingindustry, 2016).

The reason of this is to share with the trainees that the instructors are there to help them do their job better and that they need that responses from them to conclude the efficiency of the program (Trainingindustry, 2016).

Reaction sheets provides quantitative information that they can give to managers among others concerned with the particular program, furthermore the, Reaction sheets provides instructors with quantitative information that can be used to establish requirements of performance for future programs (Trainingindustry, 2016).

Level 2 - Learning: At this level the training organization must know what the trainees have learned. The three things an instructor can teach the trainees are knowledge, skills, and attitudes so that it is very important to the training business to determine on what knowledge was discovered? What skills were developed or improved upon? And what behaviour were modified in them?

So it is important that training organizations measure the trainees learning because no change in behaviour should be expected unless a number of of those learning aims have been completed in their training programmers (Mindtools, 2016).

Level 3 - Behaviour: As of this level working out organization have to evaluate their trainees behaviour based on the training they received, in other words this helps instructors understand how their trainees have the ability to apply that information they learn in working out programme. Working out organization must understand why because the behaviour can only change if the conditions are favourable in the program, for example if working out business has skipped the first two Kirkpatrick's levels, and by looking at the trainees group behavior, they determine that no behavior change had occurred. Perhaps they could have assumed that the trainees never have discovered anything and the training was ineffective (Mindtools, 2016).

On the other hand it's not only about evaluating behaviour changes. It's not right to evaluate just based on behaviour at all times, because the trainee's boss might possibly not have let them apply any new knowledge. And maybe the trainees have actually learned everything from the training programme nevertheless they have no desire in apply that knowledge themselves, so it's hard to judge because we are dealing with humans not machine (Mindtools, 2016).

Level 4 - Results: As of this level the training organization have to analyze the ultimate results of the training in the programme. This also includes the findings of the trainer, the training organization have decided once and for all of the business enterprise, employees, and for everybody, eventually working out organization can use this final result for future reference or etc (Selvaraj, 2016).

That's the finish of justification on Kirkpatrick's Four - Degree of Training Evaluation.

There are different types of training evaluation methods that can be used to judge any possible final results of different scenarios people face e. g. training analysis, learning, and etc. But Kirkpatrick's four level of training analysis actually protects all skills of needed data in an analysis. NTUC Learning Hub was working out firm that trained Sunlight Supermarket's new recruits and advertised employees based on their training needs.

They trained their new recruits based on their issues that were initiated by their company, Sunlight Supermarket. They actually possessed 10 new recruits nevertheless they were all of foreign nationwide and with no retail experience.

Sunshine Supermarket desired all of the 10 recruits to be trained upon Basic English even before they show up at courses which were related to their job. Sunshine Supermarket wanted all 10 recruits to be trained on merchandising, customer servicing, stock taking, and also with other retail related function. NTUC Learning Hub conducted all needed training on their new recruits based on Sunshine Supermarket's request.

On the other side, Sunshine Supermarket got 3 marketed employees in their first branch who have been promoted to be always a Store Manager, Purchase Director, and Supervisor respectively. Sunshine Supermarket prepared to deploy this three promoted employees in their new store, but before they actually take up their job position, they sensed it's a necessity to allow them to attend command trainings before taking on their job jobs. NTUC Learning Hub trained all the three promoted employees based on Sunlight Supermarket's request.

NTUC Learning Hub (Training Firm) MUST use the Kirkpatrick's Four - Level of Training Analysis Model to evaluate their training on Sunshine Supermarket's (Trained Company) new recruits and promoted employees (Company's Personnel - Who are Trained).

It is important to understand Kirkpatrick's Four - Degrees of Training Evaluation is just a way of evaluate. Identifying how to use will vary case to function basis. This evaluation method can be an ART Not really a SCIENCE. As for Sunshine Supermarket, it will be the training firm analyzing the first two levels (level 1 & level 2). The other two levels (level 3 & level 4) will be examined by the trainee's company since it's them who sponsored the trainees to the training programme which in cases like this is Sunlight Supermarket.

Level 1 of Training Evaluation on New Recruits and Promoted Employees: NTUC Learning Hub has to evaluate their trainee's response at the level. But there are always a couple of factors that they will have to evaluate at this time and they are known to the following below
  • They will have to discover if their training was worth the trainee's time and was it successful in the end (Mindtools, 2016)?
  • At which point have the new recruits or promoted employees face the most hard and easy amount of time in their training and where was their biggest durability and weakness throughout the program (Mindtools, 2016)?
  • Was NTUC Learning Hub's venue suited to learning (Mindtools, 2016)?
  • Did this learning privately created any "CHANGE" in their personal life-style (Mindtools, 2016)?

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