measures the extent to which change in behavior actually occurred. It measures whether or not learners apply the knowledge and skills they gained at the training to their job. Whenever possible, measure the before-and-after behavior to determine whether the change actually took place.
To ensure more accurate results, Kirkpatrick suggests allowing sufficient time for a change to occur.
Then, conduct surveys or interviews with learners, their management, and the other people who constantly observe the learners’ on-the-job performance.
Before drawing the conclusion that the desired change has not occurred, and therefore no learning has taken place, keep in mind that several factors can contribute to learners’ behavior. For instance, even though learners may have learned a lot from the course, their supervisor may not have given them an opportunity to apply their new knowledge and skills. In addition, because of the lack of on-the-job rewards, learners may simply be unmotivated to use what they learned in the training session.
Even though interviews and focus groups can provide a lot of valuable data, the recommended practice is to conduct surveys to measure the real change in behavior. Being able to provide anonymous responses is key to honest feedback, especially when it comes to a change in behavior. Surveys will allow you to get the feedback you need without intimidating training participants.