new world kirkpatrick model

The New World Kirkpatrick Model is an updated version of the original Kirkpatrick Model, a widely used framework for evaluating training programs. Developed by Donald Kirkpatrick in the 1950s and later refined by his son James Kirkpatrick and wife Wendy Kirkpatrick, the New World Model emphasizes a more practical, results-driven approach to training evaluation. Key Differences Between Original and New World Kirkpatrick Model Aspect Original Kirkpatrick Model New World Kirkpatrick Model Focus Linear evaluation (Levels 1-4) Business-driven, emphasizing ROI and stakeholder needs Approach Reaction, Learning, Behavior, Results Starts with desired results (Level 4) and works backward Engagement Trainer-centered Stakeholder-centered (involves leaders, managers, and learners early) Measurement Often isolated to training outcomes Links training to business impact Flexibility Rigid four levels More adaptive, with emphasis on leading indicators The Four Levels (Updated in New World Model) Level 1: Reaction - Measures participant engagement and satisfaction. - Focuses on "Will they use what they learned?" rather than just enjoyment. Level 2: Learning - Assesses knowledge, skills, and attitude changes. - Uses pre- and post-assessments to track progress. Level 3: Behavior - Evaluates on-the-job application of learning. - Requires manager support, coaching, and reinforcement. Level 4: Results - Measures business impact (productivity, quality, sales, etc.). - Links training outcomes to key performance indicators (KPIs). Key Enhancements in the New World Model Starts with the end in mind (Level 4 first) Aligns training with business goals. Emphasizes leading indicators (predictors of success) rather than just lagging data. Encourages stakeholder involvement (managers, leaders) before, during, and after training. Uses Return on Expectations (ROE) alongside ROI to measure success. Application in Corporate Training The New World Kirkpatrick Model is particularly useful for: Leadership development programs Sales training (linking to revenue growth) Compliance training (measuring behavioral change) Customer service training (impact on satisfaction scores) Criticisms & Challenges Requires strong organizational support (managers must reinforce learning). Data collection at Level 4 can be complex (isolating training impact from other factors). Not all training needs deep evaluation (some programs may only need Level 1 or 2). Conclusion The New World Kirkpatrick Model modernizes the original framework by making it more business-aligned, practical, and stakeholder-focused. Instead of just measuring training effectiveness, it ensures learning initiatives drive real organizational results**. Would you like help applying this model to a specific training program?