In 2024 alone, UK organisations spent approximately £53 billion on L&D. 💸
This figure is evenly split between on-the-job and off-the-job training, with each amounting to approximately £26 billion. This amounts to around £1,700 spent per employee.
That’s a significant investment. One that reflects UK organisation’s commitment to optimising employee proficiency and, by extension, organisational performance.
Globally, corporate L&D has grown exponentially in the last five years alone. In 2020, the global corporate training market was valued at approximately $355 billion. In 2025, that same market is valued at between $417 and $487 billion – This is an increase of approximately 17 to 37% in a short five-year period.
It’s clear that organisations value L&D, considering it to be an integral investment to optimising performance, even in what’s considered to be a challenging economic climate. They’re still spending a considerable amount of money on improving the knowledge and skills of workforces, after all!
The only question is whether any individual L&D investment has a strong ROI?
To answer this, organisations must assess training effectiveness, and the Kirkpatrick Model is the global standard for L&D assessment frameworks.
Interested in learning everything you need to know about the Kirkpatrick Model? Keep reading.👇
What Is the Kirkpatrick Model?
The Kirkpatrick Model is a globally recognised framework for evaluating L&D program effectiveness. The model is lauded for ‘leveraging and validating talent investments.’
Developed by Dr. Donald Kirkpatrick, the model is separated into four levels, each designed as a sequence. These four levels are Reaction, Learning, Behaviour, and Results.
Its purpose is to provide a structured, measurable approach to evaluating training program effectiveness. In organisations which place a strong focus on L&D, the Kirkpatrick Model is critical to understanding the value that any training has had.
At its core, the model helps L&D professionals and decision-makers to gain deep insights into individual and collective performance.
Such insight evolves beyond surface-level feedback, such as ‘Did you enjoy the training?’, asking questions like ‘What changes, if any, did this training make to your understanding of (INSERT TRAINING TOPIC)
These insights help organisations to align training programs with business objectives.
For instance, should an organisation’s goal be to improve customer satisfaction, the Kirkpatrick Model can be applied to determine whether the specific training has improved customer interactions and relationships.
This data can then be used to identify areas of improvement.
For instance, if employees enjoyed a course (level 1) and demonstrated an understanding of the material (level 2) but aren’t applying the skills they’ve acquired (level 3) to their day-to-day activities, this reveals a gap in the course’s effectiveness.
Therefore, the Kirkpatrick Model can be used to determine if any training is not only well-received, but also impactful, applicable, and aligned with organisational goals. 😀
The Four Levels of the Kirkpatrick Model
The four levels of the Kirkpatrick Model provide a comprehensive evaluation of training effectiveness.
Each level builds on the previous one, evolving from understanding participant reactions to long-term organisational impact.
Understanding and applying all four levels allows organisations is crucial to optimising the training evaluation process. Below you’ll find a description of the four levels, broken down into a goal, the questions it answers and an example.
✅ Level One: Reaction
The first level, Reaction, measures whether learners are engaged with the learning experience – and whether they believe the training to be relevant and favourable to their jobs. This level is commonly assessed by an after-training survey, asking learners to score their experience, e.g., 1-5 (1 being a bad experience, 5 being a particularly good experience).
At the Reaction level, it’s critical for organisations to focus on the relationship between the learner and the trainer. Why? This relationship directly influences how participants engage with the training and, ultimately, how much they learn.
Below is an example of level one of the Kirkpatrick Model.
Reaction Example
After the workshop, participants were asked to complete a feedback survey. The survey assessed their immediate reactions to the training using a 5-point Likert scale (1 = Strongly Disagree, 5 = Strongly Agree).
The Goal
The goal of level one of the Kirkpatrick Model is to determine whether the participants found the training to be relevant, engaging, and valuable. This level helps organisations to gather immediate feedback and, potentially, adjust future training programs.
Workplace Example
Let’s say that an organisation offers a customer service training program for its front-line employees. The goal of level one of the Kirkpatrick Model is to measure participants’ reactions to the training program and ascertain if they found it engaging and relevant. 🤔
The Questions It Answers
Did learners feel that the training helped them improve their customer service skills?
Was the training useful and relevant to learners’ needs?
Were learners satisfied with the trainer’s delivery style and content?
Did learners like the training?
✅ Level Two: Learning
The second level, Learning, measures the degree to which learners were able to absorb the knowledge, skills, and behaviours outlined and the extent they enjoyed the learning material(s). Instructors and training executives use this level to determine if training objectives have been reached. 🙌
Learning can be evaluated through both formal and informal means, with a focus on pre- and post-learning assessments to identify accuracy and comprehension.
Common means of assessment include formal tests or examinations and interview-style evaluations. To reduce inconsistencies, a defined, clear scoring process applicable to everyone must be determined ahead of time.
Below is an example of level two of the Kirkpatrick Model.
Level Two: Learning Example
The entire sales department undertook a workshop to improve their negotiation skills, enabling the organisation to learn the art of strategic negotiation, which can then be applied to all client communication, allowing the team to lead with confidence and control.
The workshop involved one-to-one collaboration, focusing on refining ‘win-win negotiations’ and ‘anchoring tactics’ conducted in mock sales meetings.
Once the training had been completed, learners were then asked to outline if they enjoyed the training, highlighting two specific areas that they found most enjoyable.
The Goal
The goal of level two is to evaluate if employees have acquired the knowledge and skills needed to identify and manage phishing attempts once they have completed the training.
Workplace Example
Let’s say, for example, that a company offers a cybersecurity program aimed at informing employees how to recognise phishing emails and avoid security threats,
The Questions It Answers
Did employees learn how to identify phishing emails and avoid clicking on malicious links?
How well can they apply the techniques taught in the training?
✅ Level Three: Behaviour
Often considered one of the most crucial steps of the Kirkpatrick Model, level three, Behaviour, measures whether participants were truly impacted by the learning they’ve undertaken and if they’re applying what they’ve learned to their day-to-day responsibilities.
By assessing behavioural changes, organisations can understand if the training has been successful and if it has had the desired effect on the workplace.
Why is this important?
Well, behaviour changes often reveal how people in the workplace have reacted to the training. A lack of behavioural change can indicate ineffective change or that the organisation’s current processes and culture aren’t the ideal environment for desired change.
Below is an example of level three of the Kirkpatrick Training Model…
The Goal
The goal of level three of the Kirkpatrick Model is to assess if the training completed by learners has been successfully applied to day-to-day workplace operations and whether employees are actively demonstrating new behaviours day-to-day.
Workplace Example
Let’s say a company offers a leadership development training program focused on improving conflict resolution skills. In this instance, level three helps organisations to assess if managers are using the conflict resolution techniques from training in real-world situations.
The Questions It Answers
Are managers successfully mediating conflicts between team members using the techniques they learned in training?
Are team dynamics improving because of better conflict management?
Are managers feeling more confident in handling conflicts?
✅ Level Four: Results
The final level of the Kirkpatrick Model, Results, showcases the tangible training results.
These might be increased operational efficiency, reduced cost, higher morale, and increased employee retention. For example, a 15% increase in sales conversions was directly attributable to new objection-handling training.
Although it’s not always easy to quantify results, collating results is the only way that training organisations can determine the ROI of their training expenditure.
Below is an example of level four of the Kirkpatrick Training Model.
The Goal
The goal of level four, Results, is to assess the overall training effectiveness and its impact on the organisational outcomes it was designed to influence. This may include improvements in productivity, profitability, employee engagement, customer satisfaction, or other key business metrics.
Workplace Example
Let’s say that an organisation invests in a training program to help sales teams improve their ability to close deals and increase revenue.
Measuring the impact the sales training program has both on sales teams who have undertaken the training and company-wide via sales performance, company revenue, and overall success gives organisations clear insight into its effectiveness.
The Questions It Answers
Did the training result in higher sales and increased revenue?
How did the training contribute to the company’s bottom line?
What impact did the training have on employee productivity and customer satisfaction?
Why the Kirkpatrick Model Still Matters in L&D
Despite being more than 60 years old, the Kirkpatrick Model continues to be a foundational tool in the L&D space. Why? It offers a clear, practical framework for evaluating training effectiveness.
This is especially useful in an era when organisations demand measurable outcomes and a strong ROI from all their learning initiatives.
At the heart of the model’s relevance is its simplicity, adaptability, and emphasis on the relationship between L&D and organisational success, making it as valuable today as when it was first introduced.
Below are three core reasons why you should consider adopting the Kirkpatrick Model in your L&D.
Provides a Structured Framework for Evaluation
The Kirkpatrick Model offers a clear, four-level approach (Reaction, Learning, Behaviour, Results), allowing organisations to assess training effectiveness, helping L&D teams evolve beyond measuring attendance or L&D experience satisfaction to evaluating real-world impact.
Aligns Training with Business Goals
By focusing on behaviour change and organisational results, the model ensures that training initiatives are not just educational, but they also align with strategic business outcomes, improving performance, productivity, and/or profitability.
Supports Data-Driven Decisions
It enables L&D professionals to collect meaningful data at each level, which can be used to justify investment, refine the program and demonstrate ROI to stakeholders in a credible way.
How to Apply the Kirkpatrick Model in Practice
Applying the Kirkpatrick Model in day-to-day practice is reasonably straightforward, provided that you follow the step-by-step guide to make your way through the four different levels. (Reaction, Learning, Behaviour, and Results).
Below is a straightforward guide applying the Kirkpatrick Model in day-to-day practice. We’ve split this into four stages, with a bonus section to outline the best implementation practices.
You’ll notice that we’ve already mentioned some of the points. However, in the interest of understanding how to apply the Kirkpatrick Model in your day-to-day, we’ve separated each stage into the goal and how to achieve it.
Level One: Reaction – Measuring Learner Satisfaction
Goal: to understand how participants felt about the training
How to Apply:
- Ask participants to complete post-training surveys, feedback forms or polls
- Judge content relevance, learner engagement, delivery quality, and overall satisfaction
Level Two: Learning – Assess Knowledge or Skill Acquisition
Goal: to determine if learners gained the intended knowledge or skills
How to Apply:
- Use pre- and post-tests, quizzes, simulations, or practical exercises
- Measure improvements in knowledge or capabilities directly tied to training objectives
- Document scoring and observed competency improvements
Level Three: Behaviour – Evaluate On-the-Job Success
Goal: to discover if learners are applying the knowledge and skills acquired in the learning to their roles
How to Apply:
- Conduct follow-up interviews and ask participants and managers to complete surveys
- Observe on-the-job performance or use 360-degree feedback
- Evaluate the behavioural changes to see if they align with training goals (e.g., improved communication, better managerial qualities
Level Four: Behaviour – Measure Operational Impact
Goal: to determine how the training has impacted operations
How to Apply:
- Monitor KPIs (e.g., monthly sales, client retention, error rates, customer satisfaction, etc.)
- Leverage analytics and relevant analytics against training objectives
- Collaborate with stakeholders to ascertain the degree to which training has had on observable improvements
Best Implementation Practices
- Tailor the Kirkpatrick Model to your organisational needs and goals
- Apply all four levels with equal emphasis
- Set clear, measurable objectives before the L&D starts
- Glean and apply essential data at all levels to support continuous improvement
The Pros and Cons of the Kirkpatrick Model
Now, of course, the Kirkpatrick Model is widely used and similarly praised for its comprehensive, structured, and effective way of evaluating L&D programs. But, like any other model, the framework has distinct pros and cons. Understanding these will help your organisation to decide if it’s the right approach to take. 📊
Below are three pros and three cons of the Kirkpatrick Model.
Pros:
- Clear and widely understood
- Encourages ROI thinking in L&D
- Works with any learning format (in-person, digital, hybrid)
Cons:
- Can be resource-heavy to implement fully
- Level 4 (Results) can be hard to isolate
- Doesn’t account for external factors (e.g., market changes)
Tips for Modernising the Kirkpatrick Model
The Kirkpatrick Model was first conceived in 1959, making it more than 65 years old. Professional landscapes have evolved exponentially since then. The question then arises, is it still applicable to today’s modern working environment?
The answer is a resounding ‘YES’.
But, like any other longstanding L&D – or any other professional model–modernise the model and you’ll enhance its professional value.
Below are some top tips for modernising the Kirkpatrick Model. Follow these and you’ll maximise the impact that employing the model will have on your organisation.
Tip One: Integrate Digital Learning Analytics
Traditional Kirkpatrick evaluations rely on gathering manual feedback from participants, such as completing surveys. This is especially prevalent during the Reaction and Learning levels.
Integrate data from learning platforms, such as Thirst, including engagement metrics, quiz scores, and real-time task data, and organisations will be able to view objective learner behaviour and comprehensive insights, enhancing the accuracy and efficiency of all evaluations. 📈
Tip Two: Align the Model with Your Organisation’s Goals
A common criticism of the Kirkpatrick Model is that measuring operational impact (level 4) can only be achieved once the results have been uncovered.
A more modern approach would be to first identify the desired organisational outcome and then design any L&D to meet the goals.
This ensures that all the training activities directly support measurable organisational goals, creating strong alignment and professional accountability from the outset.
Tip Three: Embrace Continuous Feedback Loops
Rather than treating evaluation as a one-time event post-training, implement ongoing feedback loops by using micro-surveys, post-session check-ins and performance monitoring over a sustained period. 🕠
This helps organisations to gain a deep understanding of any L&D evolution, including competencies and behavioural change, helping organisations to promote agility and deliver content that’s both relevant and effective.
Tip Four: Seek Broader Stakeholder Input
Modern workplaces are highly collaborative environments, or at least they should be!
Any evaluations should include insights that extend beyond learners and facilitators. Peers, team leaders, and even senior decision makers can all offer valuable observations and actionable insights to improve the acquisition and retention of improved knowledge and skills.
This input promotes a culture of shared responsibility for learning outcomes, while promoting an L&D culture across the whole organisation.
Tip Five: Use Qualitative and Quantitative Data
While the Kirkpatrick Model tends to favour quantitative results, modernising it means blending in qualitative insights as well.
For instance, storytelling, interviews, and case studies can bring a depth of understanding to level four that evaluations, capturing nuanced impacts that metrics might miss. This hybrid approach creates a richer, more holistic view of training effectiveness.
Final Thoughts
Despite being more than 65 years old, the Kirkpatrick Model continues to be an effective means of evaluating L&D training.
This is despite similar models, such as Phillips’ ROI Model, CIRO Model and Kaufman’s Five Levels of Evaluation providing similar insights.
When you consider the comprehensive, actionable insights the Kirkpatrick Model can offer organisations, this should come as little surprise.
Modernise the Kirkpatrick Model and your organisation will reap the benefits of having a tailored learning evaluation model, one that’s aligned with your organisation’s goals, leverages data to improve the learning experience, and much more. 🚀
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If your organisation is struggling with disengaged learners, Thirst has the solution. 🔥
Thirst is an AI-powered learning platform that helps L&D teams of all sizes boost learner engagement and create experiences tailored to today’s learners.
Take a guided tour today and see Thirst in action.
For more e-learning insights, resources and information, discover the Thirst blog.
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