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Learning & Development   | 4 Min Read

Chapter 5: Measuring Training Effectiveness

Written By Romila Kanchan

After the training, comes the part to measure its effectiveness. Fortunately, there exist some proven methodologies for measuring training effectiveness. Using the Kirk-Patrick Model, with a simple 4-level approach, one can successfully measure the effectiveness. Created by Dr. Don Kirkpatrick in the 1950s, the Kirkpatrick model has now become a worldwide standard for evaluating the effectiveness of training. The model is applied before, during, and after training to both maximize and demonstrate training's value to the organization. Consisting of four levels, the model follows this basic chain:

Reaction-22 1. Reaction

This level measures how learners have responded to the training, the importance, and convenience of the preparation. Utilize reviews, questionnaires, or talk to participants to get honest feedback of the training experience. This could include - 

  • Finding out if the course content was easy and relevant to understand.
  • Discussing the strengths and weaknesses of the program
  • Asking about the key takeaways
  • Understand if the program was successful in matching the learner’s perception and learning style.

At the end of this level, you should be able to look for any sort of gaps in the content.

Learning-23 2. Learning

At this level, you can measure what the trainees have learned. How much knowledge have they gained? This could include- 

  • Test scores amid and after the training
  • Assessment of connected learning ventures
  • Course completion and accreditation

After going through these set of metrics, assessment is done again (obviously with an enhanced set of questionnaires) after three months. This could again fill the gaps and let the trainees know about themselves better, thus, influencing the effectiveness.

Behavior-24 3. Behavior

This level indicates how trainees apply the information and how has it impacted their performance and attitude at work. It takes 360-degree feedback from supervisors, peers, and reporter. This includes-

  • How has learning been actualized at work?
  • Are the trainees certain to share their new abilities and learning to their companions?
  • Are the trainees aware that they've changed their behavior?

Result-25 4. Results

The end level burns down to the Why part of the training. It actually captures the difference in participant's behaviours before and after the program. It includes outcomes that the organization has determined to be good for business and employees. 

The outcomes could include- 

  • Increased employee retention
  • Increased production
  • Higher morale
  • Improved business results

Measuring the ROI of your L&D programs

Experts in the industry have often stressed the importance of tying training goals to business impact—specifically how training relates to Return on Investment and Return on Expectations. When developing L&D objectives, organizations probably will want to think regarding the business and performance outcomes your training program can impact. 


  • Lower Costs:

    You can tie training objectives to lowered costs regarding employee turnover rates, fewer workplace accidents, and improved efficiencies.

  • Increased Profits:

    If you are doing sales training, you can track individual performance objectives before and after exercise.

  • Accelerate Time-to-Profit:

    Tie competency and performance metrics back to time-to-profit or time-to-market measures. Operational Efficiency Improvements: Skills development training could be related back to business goals relating to operational efficiency.

  • Improve Customer Satisfaction:

    Your training can directly affect your customer’s satisfaction scores.

How Mercer | Mettl Can Help?

Mercer | Mettl’s Training Effectiveness Assessment: Just as Training Needs Identification Assessment, which is a pre-training assessment, helps in creating the right training program for employees. Training Effectiveness Assessment, which is a post-training assessment, helps in assessing the effectiveness of the L&D program in successfully filling skill gaps in each employee to improve their performance.

Based on the Kirk Patrick Model, Mettl’s Training Effectiveness Assessment Solutions measures not just perceived learning but also demonstrated understanding. It takes into account:


  • Reaction: Candidates idea of whether the training program has helped him or not
  • Learning: how much the candidate has actually understood,
  • Behavior: how much he is able to retain even after the training has ended and
  • Result: captures the difference in participant’s behaviors and attitudes before and after the program.




                            Jump To Chapter

Introduction       What to Train?

Who to Train?     How to Train?

Measuring Training Effectiveness

Topics: Learning & Development

Originally published September 06 2019,updated September 14 2019

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