Training Effectiveness – “Level 0” Measurement

I was attending a training program (an internal one on a new system being introduced) and I was amazed at how many people present thought of this as a break from their work. A lot of them entered the program late and others who were there earlier were more interested in the snacks that were given rather than in the course content.

This led me to think of our age old models that we use for measuring training effectiveness. The most frequently referred to and one which comes to mind first is the 4 level-evaluation made popular by Donald Kirkpatrick.

Very briefly, the 4 levels measure the following:
Level 1 – Reaction: How the participant feels after the training or learning experience
Level 2 – Learning: The measurement of increase in knowledge
Level 3 – Behaviour: Extent of application of the learning on the job
Level 4 – Results: Effect on the business or environment

The 4 levels are perfect if we are assuming that the effect of training is limited to the post training program scenario.

However, in a practical scenario, we see a number of employees who have already closed their mind to the training before even entering the session. This may be due to various reasons: thinking that they don’t need the training, the trainer is not good enough, viewing it as a break and time to enjoy, perceived as a filler in times of recession and so on.

If this is the case, it is highly improbable that the results of level 2, 3 and 4 would be positive (Level 1 may still be positive – these employees may still feel nice because of the food and the facilities.:). But why would you blame the trainer and deem the training program as ineffective when the employee already has a closed mind.

Hence, is it not essential that we understand the mindset of the participant and take that as input before trying to measure the effectiveness of the program in the various levels of the Kirkpatrick model?
We need a “Level 0” before we get into the training program. This would essentially look to answer the following key questions:

- How was the training need identified – Was it purely a ‘nomination’ given by the line manager or is it backed by other sources of data? Is the employee aware of the process of Training Needs Identification?
- Has the employee been informed why he is being sent for the training program – Is it a developmental need, a motivational tool, or a job requirement?
- Does the employee perceive the need for the training program – Has the employee understood and does he agree with the reason being given?
- Will the program add value – Does the employee think that he will be able to implement what he goes through in the program? Will this help the individual and the organization?

Understanding the employee mindset around these areas would be an important input to other levels and help us identify if interventions are needed at the employee end, the trainer end, or the facilities end.

And this might also save a lot of effective trainers from being kicked out because the employee is not ready for the training program that is going to be delivered. After all, we must not forget the all important EMPLOYEE in measuring the effectiveness of the training being provided.