Kirkpatrick Evaluation Model: It Actually Begins at Level 4

Discover why true impact measurement in the Kirkpatrick evaluation model starts with results, not reactions.

A 2024 study in India used the Kirkpatrick Model to see how training affects bank workers. It found that managers gained more from training than other staff. This shows that training can change how people work and improve results.

Many companies spend a lot on training. However, they often don't check if it works. A recent survey showed that over half of learning leaders think measuring training is very important.

The Kirkpatrick Model helps with this. It looks at four things: how people feel about the training, what they learn, how they use it, and the results. This model gives a clear way to see if training helps.

In this article, we'll look at each part of the Kirkpatrick Model and how to use it alongside learning and development tools. Let’s get started!

Who Invented the Kirkpatrick Evaluation Model?

Dr. Donald Kirkpatrick shaped how people measure training success. Back in 1959, while working on his PhD at the University of Wisconsin, he introduced a simple but powerful idea: four levels to check if training works.

Kirkpatrick later spent years teaching topics like leadership and teamwork. His ideas spread far beyond the classroom. Today, people around the world still use his model to understand if training actually helps.

What started as a college project became a lasting tool in the learning world. His model didn’t fade—it grew. Even now, decades later, it remains one of the top ways to measure impact in enterprise learning  and development.

What is the Kirkpatrick Model of Evaluation?

Most people assume the Kirkpatrick Model starts with Level 1—how people feel about training. But that’s not where the real work begins.

The model actually starts at the end: Level 4, Results. Before planning and creating a course or workshop, you need to ask: What should this change for the organization? That’s the true starting point.

Level 4 looks at big-picture goals—things like fewer errors, better service, higher sales. Once those goals are clear, you can build the rest of the training plan backward to support them.

In this next section, we’ll break down each level—starting with results—and show how they all connect.

Level 4: Results

This is the goal. What should change after the training? More productivity? Fewer safety issues? Happier customers?

At this level, you're looking at real outcomes—things that matter to the business. Metrics might include revenue, retention, error rates, or customer scores.

The key is to plan for these results before the training even begins. That way, you know what to measure and why it matters. Look for existing data in your org to help track early signs of impact—these are your leading indicators.

Level 3: Behavior

Now ask: Are people doing anything differently after the training?

This level checks whether learners are applying what they’ve learned on the job. It’s not about knowing—it’s about doing.

To measure this, observe performance, run check-ins, or gather manager feedback. Don’t wait too long—start measuring while the learning is still fresh.

Also, behavior change doesn’t just happen overnight. You’ll need support tools: job aids, reminders, coaching, and accountability check-ins.

Level 2: Learning

Here’s where you measure what people actually picked up. Did they gain new knowledge? Build a skill? Feel more confident?

You can use quizzes, practice tasks, teach-backs, or even role-play scenarios. It’s not just about the right answers—confidence and commitment also matter. They tell you how likely someone is to apply what they’ve learned.

Level 1: Reaction

This is about first impressions. Did participants like the training? Did they feel engaged? Did it feel useful and relevant?

A common mistake: using only a post-event survey. Instead, try real-time feedback—short polls or check-ins throughout the experience.

Relevance is especially important. If learners don’t see how a session connects to their work, they probably won’t use it.

Pros and Cons of the Kirkpatrick Evaluation Model

The Kirkpatrick Model has been around for decades—and for good reason. Many learning teams use it to show the value of training programs and track what’s working. It offers a clear path for measuring both short-term feedback and long-term impact.

It’s clear and easy to follow, but like any model, it has trade-offs. Some parts take more time, and connecting training to real business results isn’t always straightforward.

Here’s a closer look at the main advantages and disadvantages:

Pros:

• Works in many settings: Whether training happens in a classroom, online, or on the job, the model still applies. It doesn’t depend on a specific format, so it can fit different tools or delivery methods.
• Flexible and adaptable: Because it focuses on outcomes, not methods, teams can tweak the approach to match their goals, timelines, or industries. Government agencies, schools, startups—many groups have made it work.
• Encourages continuous improvement: The feedback collected—especially from Levels 1 to 3—can help instructors spot gaps, revise content, or adjust how they support learners after the training ends.
• Helps connect training to business goals: Starting with Level 4 (Results) pushes teams to think about what the organization needs from the start. This helps tie learning efforts to performance or financial goals, which leadership usually wants to see.

Cons:

• Time and cost increase with each level: While Levels 1 and 2 can be measured quickly (with surveys or tests), Levels 3 and 4 often need months of follow-up. Teams may need to run interviews, track data, or coordinate with other departments—all of which take extra effort and resources.
• Hard to prove cause and effect: Let’s say sales go up after a training program—was it the training, a new marketing push, or a change in the market? Without a careful plan, it’s tough to know for sure. That makes conclusions less reliable.
• Results need strong tracking systems: Many organizations already track key business data, but not all teams have easy access to it. That makes it harder to monitor impact over time or isolate trends linked to training.
• Less useful during the training process: The model kicks in after the training ends. That means there’s less guidance for what to do while training is still underway. If something’s not working mid-course, this model doesn’t offer much help.

How to Use the Kirkpatrick Evaluation Model?

To get the best results from the Kirkpatrick Model, it’s helpful to start by thinking about the end goal. Begin with assessing the Results (Level 4) of your training program, then work backward through the other levels to adjust and improve your approach.

Freely available AI tools like Coursebox AI can make this process smoother by helping you create content, track learning, and measure impact automatically.

Here’s how to use each level—plus how Coursebox AI can support you along the way:

Level 4: Results

Focus: Evaluate the effectiveness of your training program.

Goal: Look at concrete results like higher revenue, cost savings, better productivity, or improved customer satisfaction.

How to apply:

• Identify key performance indicators (KPIs) tied to your organization’s goals.
• Track these metrics before and after the training to see any changes.
• Use a control group (a group that didn’t receive the training) to compare results with those who were trained.
• Measure the long-term effects to see if the training’s benefits last.

How Coursebox AI helps:

• Tag training modules to specific business goals.
• Automatically generate reports to show progress toward KPIs.
• Pull data into easy-to-read dashboards for stakeholders.

Level 3: Behavior

Focus: See how well learners are applying their new skills and knowledge in their day-to-day jobs.

Goal: Find out if there’s a noticeable change in how employees behave or perform at work.

How to apply:

• Decide on the specific behaviors you want to see change as a result of the training.
• Observe employees before and after training to see if they’re using what they’ve learned.
• Ask managers and peers for feedback on changes in performance.
• Look at work performance improvements, such as better customer service, increased sales, or faster task completion.

How Coursebox AI helps:

• Create follow-up microlearning to reinforce behaviors.
• Set up check-ins or automated reminders for managers to give feedback.
• Build job-specific scenarios or branching role-play simulations to practice behavior in context.

Level 2: Learning

Focus: Measure what learners have gained from the training in terms of new knowledge and skills.

Goal: Make sure learners have met the intended learning goals and picked up the right skills.

How to Apply:

• Use pre-and post-training assessments to measure knowledge gain. AI tools for employee skills assessments can make this task easier.
• Use quizzes, tests, or interactive activities to assess skill development.
• Check if learners can remember and apply the material by assigning tasks, and projects, or asking them to reflect on what they’ve learned.

How Coursebox AI helps:

• Instantly generate quizzes, tasks, or assessments from your content.
• Personalize follow-up modules based on assessment results.
• Track learning progress across users and topics.

Level 1: Reaction

Focus: Gather feedback on how learners felt about the training.

Goal: Understand how satisfied and engaged learners were with the training experience.

How to Apply:

• Use feedback surveys, interviews, or focus groups to collect feedback from learners.
• Ask feedback questions like, “How useful did you find the training?” “Was the pace of the course right for you?” or “What could we do to make the training better?”
• Analyze the feedback to find areas that need improvement for future training.
• Track learner engagement through things like course completion rates and how much learners interacted with the training content.

How Coursebox AI helps:

• Built-in surveys to collect learner feedback.
• AI-generated summaries of common feedback themes.
• Training engagement tracking through completion rates, time spent, and content interaction.

Kirkpatrick Model Examples

Now, let’s look at some Kirkpatrick model examples:

Example 1: Sales Training Program

Level 1: Reaction

After the training, employees fill out a survey to give feedback. They say the training was useful and matched their jobs well, but some think there should be more role-playing activities to practice real sales situations.

Level 2: Learning

Employees take a test before and after the training to measure what they learned. The results show they improved by 25% in knowledge of sales techniques and product details.

Level 3: Behavior

Managers watch employees to see if they’re using what they learned. They notice that employees are more confident in meetings and are using the new sales techniques to engage with customers better.

Level 4: Results

The company looks at sales numbers from before and after the training. The teams who took the training had a 20% increase in sales, while teams who didn’t take it only increased by 5%.

Example 2: Customer Service Training

Level 1: Reaction

After the customer service training, employees fill out a survey. They feel more confident handling customer complaints, but some ask for more hands-on practice during the training.

Level 2: Learning

Employees take a quiz before and after the training. The results show they improved a lot, with a 30% better score in handling customer issues and offering solutions.

Level 3: Behavior

Managers observe employees during customer calls. They see that those who took the training are calmer, more patient, and quicker at solving problems. Customers also seem happier with the service.

Level 4: Results

The company tracks customer satisfaction scores. After the training, satisfaction went up by 10%, and customer complaints dropped by 15%. The time it took to resolve issues also improved by 20%.

Example 3: Leadership Development Program

Level 1: Reaction

After the program, participants complete a survey. Most say the training was helpful and interesting, but a few wish it focused more on time management and how to delegate tasks.

Level 2: Learning

Employees take a quiz before and after the training. The results show they’re 40% better at managing teams and delegating tasks after the program.

Level 3: Behavior

Managers observe how employees act in their leadership roles. They see more teamwork, clearer communication, and better decision-making from those who took the training.

Level 4: Results

The company tracks how well the teams are performing. After the training, team productivity went up by 18%, employee engagement improved by 12%, and turnover dropped by 10%.

Kirkpatrick Model Questionnaire

Here’s a simple, practical Kirkpatrick-style questionnaire you can use to evaluate a training program—organized by all four levels. You can adapt it for in-person or online formats.

Level 1: Reaction (After the training)

Purpose: Did participants enjoy and value the training?

• How satisfied were you with the overall training experience?
  (Very Unsatisfied – Very Satisfied)
• Was the content relevant to your role?
  (Not at all – Very much so)
• Was the trainer clear and engaging?
• What part of the training did you find most useful?
• What would you suggest we improve?

Level 2: Learning (During or just after training)

Purpose: Did participants actually learn the material?

• What are three key takeaways you learned from this training?
• (Quiz/assessment) Please answer the following knowledge questions:
• Example: What is the first step in the risk assessment process?
• Can you explain how you would apply [specific skill] in your daily work?

Level 3: Behavior (1–3 months after training)

Purpose: Are participants using the skills on the job?

• Have you had a chance to apply what you learned in training?
  (Yes / No — if yes, explain how)
• What changes (if any) have you made in how you do your work?
• Do you feel more confident performing [specific task]?
• (For managers) Have you noticed any changes in the employee’s performance since the training?

Level 4: Results (3+ months after training)

Purpose: Did the training lead to real business results?

• Has your team seen improvements in performance metrics (e.g., fewer errors, faster response times, better customer feedback)?
• Can you link any of these improvements to the training?
• Have business goals or KPIs improved since the training?
  (Yes / No — if yes, which ones?)

Ready to Improve Training? Let Coursebox AI Lead the Way

The Kirkpatrick Model might not be perfect, but it’s still a great way to check if your training is really working. It helps you go beyond just seeing who finished the course—you can see what people learned, how they’re using it, and if it’s making a difference for your organization.

Using this model gives you a clear plan for improving your training sessions based on real feedback and results.

And that’s where Coursebox AI can make things even easier. It helps you build better training, track what matters, and see the full picture—without all the manual work.

If you want training that actually works, Coursebox AI can help you get there. Book a demo today!