Kirkpatrick Model

What is the Kirkpatrick Model?

The Kirkpatrick Model is a framework for evaluating training, developed by Donald Kirkpatrick, that assesses impact across four levels: reaction, learning, behaviour and results. It helps L&D teams move beyond asking whether people enjoyed a programme to asking whether it changed behaviour and delivered business outcomes. It is one of the most widely used approaches to training evaluation.

Why it matters

Without a framework, evaluation tends to stop at attendance and satisfaction scores, which say little about impact. The Kirkpatrick Model gives L&D and HR a shared language for deciding what to measure and when, and for explaining to finance and executives what a programme achieved. It is especially useful when building the case for a coaching programme or reporting on coaching ROI, where the real value shows up at the behaviour and results levels.

The four levels

Level 1: Reaction. How did participants find the experience? Did they see it as relevant and engaging?
Level 2: Learning. What knowledge, skills or confidence did they gain? Assessed through tests, demonstrations or self-efficacy ratings.
Level 3: Behaviour. Are they applying it at work? This is where training turns into behavioural change, and it is often the hardest level to measure.
Level 4: Results. Did it affect business outcomes such as engagement, retention rate or performance?

Example

A company launches a coaching programme for new managers. At Level 1 it collects short feedback. At Level 2 it checks confidence in handling difficult conversations. At Level 3 it asks direct reports whether their manager now holds regular 1:1s and gives clearer feedback. At Level 4 it compares team engagement and attrition with a comparison group. Together these tell a far fuller story than a satisfaction survey, and they give the programme team early warning if behaviour is not changing while there is still time to adjust the design.

Using it well

Kirkpatrick Partners, the organisation that now maintains the model, recommends starting with Level 4: decide which result matters, then work backwards to the behaviours that drive it, the learning that supports those behaviours, and the experience that will engage people. It also frames success as Return on Expectations, meaning whether the programme delivered what its stakeholders agreed it should, tracked through both leading and lagging indicators (Kirkpatrick Partners).

Be honest about attribution. Business results have many causes, so combine data from tools such as people analytics with credible stories rather than claiming a programme caused every change. You do not need to measure every level for every programme: reserve deeper evaluation for strategic or expensive initiatives, and decide your questions before the programme begins so data collection is built in rather than bolted on. When presenting to executives, lead with Level 4 outcomes and the behaviours behind them, and keep the satisfaction scores in the appendix.

The Kirkpatrick Model with Coachello

Coachello gives HR and L&D teams engagement and progress data from coaching and AI practice, which makes it easier to evidence behaviour change and report on results.

See how Coachello measures impact. Book a demo.

FAQs

Who created the Kirkpatrick Model?

Donald Kirkpatrick introduced the four levels in the 1950s. The framework is now maintained and updated by Kirkpatrick Partners.

Is the Kirkpatrick Model still relevant?

Yes. It remains a common reference point, though many practitioners add ROI or other measures alongside it.

How do you apply it to coaching?

Track experience and participation, learning and confidence, observed behaviour change and linked business metrics. See coaching ROI for the financial view.

What is the hardest level to measure?

Levels 3 and 4, because they need data from after the programme and from outside the training team.