James D. (Jim) Kirkpatrick

In Kirkpatrick's Four Levels of Training Evaluation, discover a comprehensive blueprint for implementing the model in a way that truly maximizes your business's results. Using these innovative concepts, principles, techniques, and case studies, you can better train people, improve the way you work, and, ultimately, help your organization meet its most crucial goals.

Learn practical ways to create measurable organizational effectiveness -- without any additional budget.

This book tells the endearing story of Chai, the Brunei Window Washer. Through his experiences, you will learn the secrets of developing a team that cares about their customers and the overall mission of the business.

Chai embodies the traits that employers want to see in every member of their team. He gets his job done while also providing memorable customer service that really makes a connection with resort guests.

A clear discussion of the Kirkpatrick Model follows this quick… Show more

This book tells the endearing story of Chai, the Brunei Window Washer. Through his experiences, you will learn the secrets of developing a team that cares about their customers and the overall mission of the business.

Chai embodies the traits that employers want to see in every member of their team. He gets his job done while also providing memorable customer service that really makes a connection with resort guests.

A clear discussion of the Kirkpatrick Model follows this quick read, pulling in elements of Chai’s experience to demonstrate how building business partnership using this model can help you and your organization to engage the talents of every employee and achieve your highest goals. Show less

Return on expectations (ROE ) is rapidly sweeping the learning and development industry. The reason is quite simple: when used properly, it never fails to show the value of training in the terms desired by key stakeholders.

As you already know, training budgets are among the first to be cut when economic times get tough. Whether you're one of the in-house survivors or a struggling consultant, you can no longer coast on lofty notions about continuous learning and employee development. You need to provide compelling evidence that training delivers bottom-line results.

With Training on Trial in your corner, you’ll go beyond spouting training jargon to demonstrating the tactical and strategic business value of… Show more

As you already know, training budgets are among the first to be cut when economic times get tough. Whether you're one of the in-house survivors or a struggling consultant, you can no longer coast on lofty notions about continuous learning and employee development. You need to provide compelling evidence that training delivers bottom-line results.

With Training on Trial in your corner, you’ll go beyond spouting training jargon to demonstrating the tactical and strategic business value of your training programs. Show less

The Kirkpatrick Model was first published in November 1959. Since then it has become the standard for evaluation in the training industry. It has also been widely misunderstood. On the anniversary of the Four Levels, Kirkpatrick Then and Now will provide the accurate, timely, and valuable information training professionals seek.

The purpose of this book is to make it easy for the reader to understand the four levels that Donald Kirkpatrick developed and to obtain practical help on how to apply any one of them.

Chapter 1 demonstrates how to decide what needs evaluation and at what levels.

Chapter 2 explains why getting managers on board is important and how to do it. Managers are key in developing effective curriculum and are needed to provide support and accountability when trainees move from the… Show more

The purpose of this book is to make it easy for the reader to understand the four levels that Donald Kirkpatrick developed and to obtain practical help on how to apply any one of them.

Chapter 1 demonstrates how to decide what needs evaluation and at what levels.

Chapter 2 explains why getting managers on board is important and how to do it. Managers are key in developing effective curriculum and are needed to provide support and accountability when trainees move from the classroom to the job. Involving managers in this process will aid your levels 3 and 4 evaluation, when you have no authority, only influence.

Chapters 3 - 6 provide guidelines and practical help for evaluation at each of the four levels.

The last chapter explains why it is necessary to evaluate all the levels in sequence and not try to measure results without first evaluating at the first three levels. This is the best way to demonstrate the value of training. Show less

Evaluating Training Programs is a how-to book, designed for practitioners in the training field who plan, implement and evaluate training programs. For those who have planned and conducted many programs, as well as those who are new to the training and development field, this book is a handy reference guide that provides a practical and proven model for increasing training effectiveness through evaluation.

Don and Jim Kirkpatrick include detailed case studies of companies that have… Show more

Evaluating Training Programs is a how-to book, designed for practitioners in the training field who plan, implement and evaluate training programs. For those who have planned and conducted many programs, as well as those who are new to the training and development field, this book is a handy reference guide that provides a practical and proven model for increasing training effectiveness through evaluation.

Don and Jim Kirkpatrick include detailed case studies of companies that have evaluated their training programs using one or more of the four levels. Show less

Today, trainers, training consultants and anyone responsible for the performance of others are saddled with the job not of simply imparting skills, but of improving performance by changing behavior. Here the Kirkpatricks speak to training specialists, HR managers, group leaders, technical support professionals, small business owners, supervisors, managers, and even corporate executives, showing how to bridge the divide between learning and behavior.

Beginning with an overview of the… Show more

Today, trainers, training consultants and anyone responsible for the performance of others are saddled with the job not of simply imparting skills, but of improving performance by changing behavior. Here the Kirkpatricks speak to training specialists, HR managers, group leaders, technical support professionals, small business owners, supervisors, managers, and even corporate executives, showing how to bridge the divide between learning and behavior.

Beginning with an overview of the current state of the four levels, the Kirkpatricks examine the reasons for the devastating disconnect between learning and behavior; describe the foundations that must be in place before moving on to confront the true challenge of transferring learning to behavior; and, finally show precisely how to ensure that there is organizational support, and employee and managerial accountability, for putting the new behaviors into practice.

Twelve best practice case studies from companies such as Toyota, AMN AMRO Bank, Nextel and Anthem Blue Cross/Blue Shield, bring the concepts, principles and techniques to life. Show less