The Kirkpatrick Taxonomy of Training Evaluation is a widely used model developed by Dr. Donald Kirkpatrick (1959) for assessing the effectiveness of training programmes .
It provides a structured, four-level framework that helps organisations evaluate not only whether training was delivered successfully, but also whether it led to measurable improvements in performance and business outcomes.
For organisations such as those in procurement or supply chain management, this model is vital in determining the return on investment (ROI) from employee development initiatives.
1. Purpose of the Kirkpatrick Model
The aim of the Kirkpatrick model is to move beyond simply measuring participant satisfaction and assess whether training has genuinely improved:
Knowledge and skills (learning outcomes),
Behavioural change (application on the job), and
Business results (organisational impact).
By doing so, it ensures that training contributes directly to strategic objectives , such as efficiency, quality, or customer satisfaction.
2. The Four Levels of the Kirkpatrick Taxonomy
Level 1: Reaction – How Participants Feel About the Training
Description:
This level measures participants’ immediate response to the training — their satisfaction, engagement, and perceived relevance of the material.
Evaluation Methods:
Feedback forms or post-training surveys.
“Smiley sheets” or digital evaluation tools.
Informal discussions with participants.
Example:
After a procurement negotiation workshop, delegates complete surveys rating trainer effectiveness, content relevance, and learning environment.
Purpose:
To ensure the training was well received and to identify areas for improvement in delivery or content.
Limitations:
Positive reactions do not necessarily mean learning has occurred. Satisfaction alone cannot measure effectiveness.
Level 2: Learning – What Participants Have Learned
Description:
This level assesses the knowledge, skills, and attitudes acquired during the training.
Evaluation Methods:
Pre- and post-training assessments or tests.
Practical demonstrations or simulations.
Observation of skill application during exercises.
Example:
Testing employees’ understanding of the new MRP system before and after system training to measure learning gain.
Purpose:
To determine whether the training objectives were met and whether participants can demonstrate the intended competencies.
Limitations:
Learning success in a classroom environment does not guarantee transfer to the workplace.
Level 3: Behaviour – How Participants Apply Learning on the Job
Description:
This level examines whether trainees apply the new skills, knowledge, or attitudes in their actual work environment — i.e., behavioural change.
Evaluation Methods:
Performance appraisals or supervisor observations.
On-the-job assessments or 360-degree feedback.
Monitoring specific behavioural indicators (e.g., adherence to new procurement procedures).
Example:
After supplier relationship management training, managers are assessed on their ability to conduct collaborative supplier meetings and apply negotiation techniques.
Purpose:
To confirm that learning has been successfully transferred from the classroom to the workplace.
Limitations:
Behavioural change may depend on external factors such as management support, workplace culture, or available resources.
Level 4: Results – The Overall Organisational Impact
Description:
This final level evaluates the tangible business outcomes resulting from the training — such as improved performance, cost savings, quality improvements, or increased customer satisfaction.
Evaluation Methods:
Comparison of pre- and post-training business metrics.
Return on investment (ROI) calculations.
Analysis of key performance indicators (KPIs).
Example:
Following MRP training, XYZ Ltd reports a 20% reduction in inventory errors, faster order fulfilment, and improved customer service.
Purpose:
To assess whether the training has contributed to the organisation’s strategic and financial goals.
Limitations:
It can be difficult to isolate the effects of training from other influencing factors (e.g., system upgrades, management changes).
3. Evaluation and Critical Assessment of the Kirkpatrick Model
While the Kirkpatrick model remains one of the most popular and accessible frameworks for training evaluation, it has both strengths and limitations.
Strengths:
Comprehensive and Systematic: Covers all aspects of training — from participant satisfaction to business impact — ensuring a holistic evaluation.
Easy to Understand and Apply: Its clear four-level structure is practical for organisations of all sizes and sectors.
Encourages Strategic Alignment: Connects individual learning outcomes to organisational performance, helping demonstrate ROI.
Supports Continuous Improvement: Feedback from each level helps refine future training design and delivery.
Example:
In a supply chain organisation, data from Level 2 and 3 can guide targeted coaching for employees struggling to apply new procurement procedures.
Limitations:
Linear and Simplistic: The model assumes a sequential relationship between levels (reaction → learning → behaviour → results), which may not always occur in practice.
Measurement Challenges at Level 4: It can be difficult to isolate training outcomes from other business variables, making ROI calculations complex.
Resource Intensive: Comprehensive evaluation across all four levels requires significant time, data, and management effort.
Limited Focus on Context and Culture: The model does not fully consider organisational culture, management support, or motivation, which significantly influence behaviour change.
4. Modern Adaptations and Enhancements
To address these limitations, Donald and James Kirkpatrick (the founder’s son) introduced the New World Kirkpatrick Model , which integrates additional elements such as:
Leading indicators: Short-term measures that predict long-term training success.
Organisational support: Recognition that leadership and environment influence learning application.
Continuous feedback loops: Evaluation should occur throughout, not only after, training.
These adaptations make the framework more dynamic, flexible, and aligned with modern learning environments .
5. Strategic Relevance to Organisations
For organisations like XYZ Ltd , implementing the Kirkpatrick model can help:
Measure whether employees truly benefit from training (not just attend it).
Demonstrate return on investment to senior leadership.
Identify gaps in learning transfer and improve programme design.
Link employee development to strategic goals , such as efficiency, compliance, and customer satisfaction.
6. Summary
In summary, the Kirkpatrick Taxonomy of Training Evaluation is a four-level model that evaluates:
Reaction – participants’ satisfaction,
Learning – knowledge and skills gained,
Behaviour – application on the job, and
Results – organisational impact.
It provides a structured, holistic, and practical approach to understanding how training influences both individuals and organisational performance.
However, while it is valuable for demonstrating effectiveness and ROI, it must be complemented by contextual analysis, continuous feedback, and leadership support to ensure that learning is not only measured but truly embedded.
When used effectively, the Kirkpatrick model helps organisations transform training from a cost centre into a strategic investment in long-term capability and success .
