Evaluating Training Programs: The Four Levels / Edition 3

by Donald L. Kirkpatrick

Overview

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.

Product Details

ISBN-13:	2901576753483
Publisher:	Berrett-Koehler Publishers
Publication date:	01/15/2006
Edition description:	Third Edition
Pages:	392
Product dimensions:	6.26(w) x 9.50(h) x 1.31(d)

About the Author

Donald L. Kirkpatrick is Professor Emeritus of the University of Wisconsin and a widely respected teacher, author, and consultant. He has over thirty years’ experience as Professor of Management at the University of Wisconsin and has held professional training and human resource positions with International Minerals and Chemical Corporation and Bendix Corporation.
James D. Kirkpatrick has worked in the field of organizational development for over 15 years. He works for Corporate University Enterprise, Inc., as its Senior Consultant for Evaluation Services, where his main responsibility is the delivery of the Kirkpatrick Evaluation Certification Program to organizations and individuals. Prior to his new position, from 1997 to 2004, Jim was the Director of the Corporate University for First Indiana Bank in Indianapolis, where he was responsible for the bank’s Balanced Scorecard Management System, Leadership Development,Training, and the Career Development Program.

Table of Contents

Foreword
Foreword to the Third Edition
Preface

Part One: Concepts, Principles, Guidelines, and Techniques
Chapter 1: Evaluating: Part of a Ten-Step Process
Chapter 2: Reasons for Evaluating
Chapter 3: The Four Levels: An Overview
Chapter 4: Evaluating Reaction
Chapter 5: Evaluating Learning
Chapter 6: Evaluating Behavior
Chapter 7: Evaluating Results
Chapter 8: Implementing the Four Levels
Chapter 9: Managing Change
Chapter 10: Using Balanced Scorecards to Transfer Learning to Behavior
Chapter 11: So How is E-Learning Different?

Part Two: Case Studies of Implementation
Chapter 12: Developing an Effective Level 1 Reaction Form: Duke Energy Corporation
Chapter 13: Evaluating a Training Program for Nonexempt Employees: First Union National Bank
Chapter 14: Evaluating a Training Program on Developing Supervisory Skills: Management Institute, University of Wisconsin
Chapter 15: Evaluating a Leadership Training Program: Gap Inc.
Chapter 16: Evaluating a Leadership Development Program: US Geological Survey.
Chapter 17: Evaluating a Leadership Development Program: Caterpillar, Inc
Chapter 18: Evaluating Desktop Application Courses: Pollak Learning Alliance (Australia)
Chapter 19: Evaluating an Orientation Program for New Managers: Canada Revenue Agency, Pacific Region
Chapter 20: Evaluating Training for an Outage Management System: Pacificorp
Chapter 21: Evaluating a Coaching and Counseling Course: Grupo Iberdola(Spain)
Chapter 22: Evaluating a Performance Learning Model: Defense Acquisition University
Chapter 23: Evaluating an Information Technology Skills Training Program: The Regence Group
Chapter 24: Evaluating a Performance Improvement Program: Toyota Motor Sales, U.S.A., Inc.
Chapter 25: Evaluating a Career Development Initiative: Innovative Computer, Inc.
Chapter 26: Evaluating the Four Levels by Using a New Assessment Process: Army and Air Force Exchange Services (AAFES)
Chapter 27: Evaluating Training Program at All Four Levels: Cisco Systems, Inc
Index
The Authors