The CIPP Approach to Evaluation and Kirkpatrick’s Four Levels of Training Evaluation

The information that is collected is information based on knowledge, attitude and behavior. The evaluation should be done to see if the trainee’s knowledge has increased due to the training, or if the information provided to them during the training has helped them expand on the knowledge that they already have. In the case of the social agency, the evaluation should look at if the managers were able to learn the key methods of encouraging and supporting the employees. The trainee’s attitude towards the training process and the intended

Nugent, W., Sieppert, J., & Hudson, W. (2001). Practice Evaluation for the 21st Century. Belmont, CA: Wadsworth.

Evaluation is a process that is used to look at the project, policy or program critically. It includes the collection and analyzing information that is related to the program or policy and that of its outcome. The Main purpose is to improve the policy or the program effectiveness. This will also help to identify any of the weak areas and changes that need to be made in the policy.

The evaluation of training consists of a reaction, learning, behavior, and results. Results determine how much the trainee liked the program. Learning outlines what facts and concepts were learned. Behavior determines if the program had an effect on the behavior(s) of the trainees. And results highlight what was accomplished as a result of the program, i.e. reduction of turnover or cost. Evaluating a training program allows for an employer to identify and correct areas in which improvement is needed. In order accomplish company goals employees must be trained effectively. Training cannot be an afterthought; it should be planned and implemented correctly. Career Development Strategies

Tracking and Training Evaluation; “Tracking and evaluating training effectiveness consumes valuable time and resources. It is essential to all healthcare organization to use a method that will incorporate its time and resources.’’ (Business Performance, 2011) “The Kirkpatrick is the most well-known and used model for measuring the effectiveness of training programs. “ (Business Performance, 2011) This program was developed in the late 1950s by a man named Donald Kirkpatrick. He was an alumnus of the University of Wisconsin, where he received BBA, MBA and a PhD. Kirkpatrick have consulted with several well-known and large corporations. His 1994 book Evaluating Training Programs characterizes his initially printed work of 1959, therefore broadening the increasing awareness of them. His

A program evaluation offers a way to determine if adjustments are needed to improve upon the project in order for it to remain successful. Furthermore, the project evaluation team will analyze and measure each component of the outcome, input, and process in order to clarify the program’s objectives and goals. Thus creating a framework of evaluation methods and questions in addition to setting up a timeline for the evaluation activities will assist in the evaluation (CDC, 2011; HRSA, n.d.; McGonigle & Mastrian, 2015). The goal of outcome measures is to describe the overall performance of the process; therefore, outcome measurement will determine the program cost-effectiveness, attribution, and efficiency (CDC, 2012; HRSA, n.d.; McGonigle & Mastrian, 2015). There will be additional evaluation concerning the input measures, which are the resources that were put into the process. Lastly, the appraisal of process measures will provide data regarding the performance each course of action involved in the implantation of the project (HRSA, n.d.). After a thorough evaluation of the project, recommendations and the dissemination of results will be prepared and

What is a training program? A training program are programs created for teaching employees in particular skills. Employee training is an essential in maintaining a great staff and keeping everyone communicating. Having a training program that is well created to establish and achieve maximum results. The requirements of the training program are recognized during a training needs analysis (TNA). When a training program is executed properly, it would increase total production and provide the understanding, skills and approaches the employee would need to have a successful performance. The paper would reflect the creation of a two-part training program for twenty employees which would cover the training necessity to push the

The evaluation that I reviewed related to my own evaluation because it Invest heavily in planning. In was clear that they had invested both time and effort in deciding what they want to learn from their evaluation. Also, based on the information provided they discussed what they plan to do with their findings. The Office of Planning, Research & Evaluation (2010) state “for evaluation information to be useful, it must be analyzed and interpreted.” (p. 3). This week’s reading assignment supported me to successfully analyze the data gathered concerning the program I selected. Also, it provided some basic information about different procedures for analyzing evaluation data to help me comprehend and participate more fully in this procedure. For instance, I learned that I can “analyze information about attainment of program implementation using a descriptive process” that describes what was completed or plan to complete (OPRE, 2010, p.

Training for learning skills or facts should meet certain organizational goals and must be useful to both the employer and the employee. The employee should practice while performing the skills for the job. The employees should be given feedback of the results of their training to see what skills they need to improve upon. Effective methods of skill learning should consist of goal setting, behavior modeling, practice, and feedback. Ultimately, training should provide real skills that can be transferred from training to actual job situation. To achieve better results from training, CCC must work on the entire training-to-performance process and focus on whether the training produced skills actually get used in improving individual and business performance. (http://www.hfrp.org/evaluation/the-evaluation-exchange/issue-archive/reflecting-on-the-past-and-future-of-evaluation/the-success-case-method-finding-out-what-works).

Formal program evaluation began in the nineteen sixty’s. There were many different methods used before the final decision. The Charity Model was used and decisions were based on sincerity and enthusiasm of participants in the program. If the participants were excited the program would be considered a success and the funding would continue. The Pork Barrel method was also used which relied on power and leverage of constituency. With

Evaluation of the program should be ongoing, in the best effort to target issues within the program as efficiently as possible. Evaluation should be built into the program, making it effortless for those involved to provide the necessary information to create useful evaluations. Additionally, any evaluation should be cost effective, so as to not hinder the program as a whole. Any evaluations must also be done ethically and conducted competently. It is also important to disseminate the results of evaluations to interested and appropriate audiences.

The program evaluator is blind to what the program is supposed to be and therefore with data paints a picture of the reality occurring in the program. All kinds of methods of data gathering can be employed in this model of evaluation in order to get a complete view of the program and how it is or is not meeting the needs of the target population. Often because the evaluation needs to be bias free, evaluators are not well versed in the subject matter or industry when the goal-free model of evaluation is chosen. In the Goal-Free method it is advised to use more than one evaluator so that the evaluation does not rest upon only one evaluator (Boulmetis, J., & Dutwin, P., 2005,

IDEA requires the administration of a multifactored evaluation using a variety of valid assessment tools and strategies to gather information related to the

The fourth chapter then deals with the task of actually trying to improve corporate training and assessment programs. The challenge here is to find a way to determine which current or potential employees have the necessary skills to succeed in an organization. As mentioned before, these skills are not easy to measure and so assessing employees is not easy and the recommended steps are only guidelines to help in this process.

Putting together an effective employee training program can be a monumental task if not planned properly. There are four steps, repeating to produce a continuously better program that is best for both employer and employee. The process steps include needs assessment, design, implementation, and evaluation. Once it is evaluated, it should then show some weakness that should begin the cycle again with needs assessment and