Getting to What our Stakeholders Want - Kirkpatrick’s Level 4
Most training professionals think that Level 4 – results – is the most difficult level. In one sense it is, and in another, it is the easiest of all the levels. It is easy in the sense that most of the metrics we use for Level 4 are already being collected by someone other than us. Case in point. Let’s say that the expectations of our business partners (the reasons we are in business) are as follows:
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improve profits |
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increase market share and customer retention |
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increase employee engagement and subsequent retention |
These metrics are already being tracked by either the relevant line of businesses (the first 2 bullets) or Human Resources (the third bullet). We, therefore, likely have easy access to pre and post data as we put together our Chain of Evidence (as to the value of our learning process).
Level 4 is also the hardest level – to connect to the initial training events. Remember that the best way to show the value of our initiatives to our stakeholders is to gather evidence – objective data and subjective testimonials – and present it in a compelling manner as a chain. This chain is about “connecting the dots” much as an attorney does in a courtroom during “closing arguments”. The major difference is that we are trying to connect the dots through the four levels: positive feedback to the delivery and content of our programs (Level 1) facilitated to measurable, intended acquisition of knowledge, skills and attitudes on the part of our participants (Level 2), which in turn led to the application of those skills on the job (Level 3) which made a strong contribution to “moving the needles” of the metrics that were decided upon.
That is ultimately how we conduct Impact Studies. They allow us to show the relative value that training and reinforcement (i.e., The Business Partnership Model) provided to the bottom line. But how we get to that point, particularly in reference to level 4, is worth discussing.
I just demonstrated an important point of Kirkpatrick Four Level evaluation – starting with the end in mind. The end in mind is that we want to have a nice complement of facts and testimonials that will convince a business leader that we indeed do make a significant contribution to the bottom line. But before we can do that, we need to find out just what metrics we will use to ultimately tie our efforts to.
Here is how I suggest you do it. When a business leader asks you to develop and deliver a program, make sure you go through a process of finding out the reasons for the request. First, find out the business need, opportunity, or problem that prompted the request. Next, determine if indeed training would be a strong component to meeting those needs. After determining that training is indicated, discuss and negotiate just what the expectations of the senior business leader(s) in regards to the training itself, the subsequent reinforcement process, and the final chain of evidence.
And then, most importantly, work with them to convert those generally generic expectations to measurable/observable outcomes. You can get to this by asking, “What will success look like to you.” While you may get either shallow answers or no answer at all, keep at it until you are both satisfied that the list of metrics you come up with are both realistic for you to impact, and meaningful in the eyes of your stakeholders. This negotiation process is critical to developing clear expectations, which allows you to focus efforts of training development and delivery, and subsequent reinforcement that will directly impact those metrics.
You may have to keep asking the question, “. . . in order to . . .” Here is an example of how that works. Say your stakeholder – let’s call him George - wants a new coaching program. Asking him the question,
“What will success look like to you” results in a response,
“I just want all my leaders to be good coaches.”
“In order to what . . .?”
“in order to have them interact properly with their direct reports”
“In order to what . . ?
“in order to have them encourage them”
“In order to what . . .?”
“In order to increase their engagement, loyalty, and retention”
“OK!!!!”
Prior to working your plan and gathering your evidence, the final step in this is to negotiate the conditions or drivers under which the results will be realized. This is VERY important – critical to achieving the desired results. Here, you want to identify the reinforcers that have to occur after training that will ensure that the transfer of learning to key, on-the-job behaviors will occur. These behaviors, when they become standard operating procedure, will lead to the desired results. Often times, you will need to negotiate and even build a business case for supervisors, managers, and executives to fill key roles in the form of accountability and support that will ensure this transfer, which will thus (hopefully) lead to the successful execution of the goals and outcomes.
SMR USA's Public Sessions, 2009
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