The Kirkpatrick/Philips Model for Evaluating Human Resource Development and Training
The article provides an overview of what the Kirkpatrick/Philips model is and how to use it. In particular, the Philips model builds upon Kirkpatrick’s learning evaluation model that assesses the outcome of learning by measuring participants’ reaction, satisfaction, and planning action; knowledge and skill gains; behavior change; and business impact. To the four levels, Philips adds return on investment (ROI), which is crucial to deciding whether to invest in a program or not before committing to it.
I wondered how ROI can be measured correctly when many outcomes are soft elements such as communication skills, satisfaction, and reduced stress. The Philips model recommends that evaluators do not convert the qualities and instead report them as “intangible benefits.”
The article lists some ROI results along with program description and business measures. This bit of information was useful because I could get a grasp of what business measures count as part of ROI. Some examples include reduced turnover, absenteeism, reduced waste, employee retention, and reduced equipment downtime.
As the article notes, the elements of ROI–the business measures listed above–must reflect the business objectives of a company. The extent to which the measures reflect the objectives determines ROI and thus the effectiveness of a human resource development program.
Evaluators assess ROI in order to estimate the ratio of benefit to cost, but evaluation itself costs a lot. I want to know more about the evaluation and decision making process of business organizations.