kirkpatrick's four levels of training evaluation柯克评价四个层次培训
This grid illustrates the basic Kirkpatrick structure at a glance.这说明网格的基本结构柯克帕特里克一瞥.The second grid, beneath this one, is the same thing with more detail.二格,底下这一块是一回事更多细节.

level级别	evaluation type (what is measured)评价型(什么是衡量)	evaluation description and characteristics描述和评价特点	examples of evaluation tools and methods评估工具和方法范例	relevance and practicability相关性和实用性
1 一月	reaction反应	reaction evaluationis how the delegates felt about the training or learning experience与会的反应是如何评价训练或学习经验的感受	eg., 'happy sheets', feedback forms例如.'快乐片',反馈表 also verbal reaction, post-training surveys or questionnaires还口头反应、培训后的问卷调查,还是	quick and very easy to obtain很容易得到快速 not expensive to gather or to analyse不算贵搜集或分析
2 二月	learning学习	learning evaluationis the measurement of the increase in knowledge - before and after学习评价是衡量增长知识前后	typically assessments or tests before and after the training一般评估或测试训练前后 interview or observation can also be used也可以采用访谈或观察	relatively simple to set up; clear-cut for quantifiable skills相对简单设置;鲜明的量化技巧 less easy for complex learning不容易学习复杂
3 三月	behaviour行为	behaviour evaluationis the extent of applied learning back on the job - implementation行为评价是应用程度的学习回到工作落实	observation and interview over time are required to assess change, relevance of change, and sustainability of change观察与评估面试时间须改变,相关变革和可持续性转变	measurement of behaviour change typically requires cooperation and skill of line-managers计量行为改变通常需要合作和技术线经理
4 四月	results 结果	results evaluationis the effect on the business or environment by the trainee结果评价是对学员的经商环境	measures are already in place via normal management systems and reporting - the challenge is to relate to the trainee通过正常的措施已经到位的管理制度和报告-面临的挑战是关系到实习生	individually not difficult; unlike whole organisation个别并不困难;不像整个组织 process must attributing clear accountabilities要明确责任归咎于进程

 
kirkpatrick's four levels of training evaluation in detail柯克详细评价四个层次培训
This grid illustrates the Kirkpatrick's structure detail, and particularly the modern-day interpretation of the Kirkpatrick learning evaluation model, usage, implications, and examples of tools and methods.这说明电网柯克结构细节,尤其现代诠释柯克帕特里克学习评价模型,用法含义及实例工具和方法.This diagram is the same format as the one above but with more detail and explanation:这是图一以上为相同的格式更详细的解释,但:

level级别	evaluation type (what is measured)评价型(什么是衡量)	evaluation description and characteristics描述和评价特点	examples of evaluation tools and methods评估工具和方法范例	relevance and practicability相关性和实用性
1 一月	reaction反应	reaction evaluationis how the delegates felt , and their personal reactions to the training or learning experience , for example:与会代表认为是如何评价反应、个人反应训练或学习经验,例如: did the trainees like and enjoy the training?当时学员训练一样,享受? did they consider the training relevant?何曾考虑相关培训? was it a good use of their time?它是利用好自己的时间? did they like the venue, the style, timing, domestics, etc?他们喜欢的场地,风格、时机、女佣等? level of participation参与程度 ease and comfort of experience安逸经验 level of effort required to make the most of the learning一级必须作出最大努力的学习 perceived practicability and potential for applying the learning自觉学习的实用性和应用潜力	typically 'happy sheets'典型的快乐片' feedback forms based on subjective personal reaction to the training experience基于个人主观形式反馈反应训练的经验 verbal reaction which can be noted and analysed言语反应可说和分析 post-training surveys or questionnaires培训后的问卷调查,还是 online evaluation or grading by delegates在线等级评价或代表 subsequent verbal or written reports given by delegates to managers back at their jobs随后口头或书面报告,获得与会经理人的饭碗回	can be done immediately the training ends马上可以做的训练结束 very easy to obtain reaction feedback很容易得到反馈反应 feedback is not expensive to gather or to analyse for groups收集反馈并不昂贵或群体分析 important to know that people were not upset or disappointed没有人知道重要底价或失望 important that people give a positive impression when relating their experience to others who might be deciding whether to experience same重要的是,人们的印象是正面的经验,当他们与其他人可能决定是否经验同一
2 二月	learning学习	learning evaluationis the measurement of the increase in knowledge or intellectual capability from before to after the learning experience:学习评价是衡量增加知识或智力能力的学习经验,从以前到以后: did the trainees learn what what intended to be taught?学员学习什么打算做什么来教导? did the trainee experience what was intended for them to experience?当时学员经验让他们体验什么打算? what is the extent of advancement or change in the trainees after the training, in the direction or area that was intended?什么程度提高或改变学员经培训、该方向或地区的用意?	typically assessments or tests before and after the training一般评估或测试训练前后 interview or observation can be used before and after although this is time-consuming and can be inconsistent面试或可用于观测虽然是前后费时可以不一致 methods of assessment need to be closely related to the aims of the learning评估方式需要加以密切相关的学习目标 measurement and analysis is possible and easy on a group scale测量和分析可能容易一批规模 reliable, clear scoring and measurements need to be established, so as to limit the risk of inconsistent assessment可靠、清晰、测量得分需要建立,借以限制风险评估不一致 hard-copy, electronic, online or interview style assessments are all possible硬拷贝、电子、风评都在网上或播出访谈	relatively simple to set up, but more investment and thought required than reaction evaluation设置相对简单,但更需要思考和投资比反应评价 highly relevant and clear-cut for certain training such as quantifiable or technical skills很强的针对性和鲜明的某些技术技能培训等量化或 less easy for more complex learning such as attitudinal development, which is famously difficult to assess不容易学等较为复杂的态度,即以言词难以评估 cost escalates if systems are poorly designed, which increases work required to measure and analyse如果制度设计不当成本升高,增加工作必须测量和分析
3 三月	behaviour行为	behaviour evaluationis the extent to which the trainees applied the learning and changed their behaviour , and this can be immediately and several months after the training, depending on the situation:在多大程度上是行为评价学员的学习和运用改变自己的行为,这可以立刻和几个月的训练后,视情况: did the trainees put their learning into effect when back on the job?当时学员学以致用赛前当回事? were the relevant skills and knowledge used有相关的技术和知识用于 was there noticeable and measurable change in the activity and performance of the trainees when back in their roles?有明显变化的活动,并衡量学员表现在民国演什么角色? was the change in behaviour and new level of knowledge sustained?为行为改变、新的知识水平持续? would the trainee be able to transfer their learning to another person?学员将学习才能转让给他人? is the trainee aware of their change in behaviour, knowledge, skill level?学员认识到自己是行为的改变、知识、技能水平?	observation and interview over time are required to assess change, relevance of change, and sustainability of change观察与评估面试时间须改变,相关变革和可持续性转变 arbitrary snapshot assessments are not reliable because people change in different ways at different times快照任意变动评估不可靠,因为人们以不同的方式在不同时期 assessments need to be subtle and ongoing, and then transferred to a suitable analysis tool须含蓄而正在进行评估,然后再转到合适的分析工具 assessments need to be designed to reduce subjective judgement of the observer or interviewer, which is a variable factor that can affect reliability and consistency of measurements须评估旨在减少主观判断或观察员访谈这是一个可以影响可变因素可靠性和一致性测量 the opinion of the trainee, which is a relevant indicator, is also subjective and unreliable, and so needs to be measured in a consistent defined way学员认为,这是一个有关指标,也是主观和可靠,所以需要加以衡量的一贯方式界定 360-degree feedback is useful method and need not be used before training, because respondents can make a judgement as to change after training, and this can be analysed for groups of respondents and trainees360度反馈是必要和有益的方法,不得使用前训练、因为受访者能作判断,改变后的培训,这可以分析受访群体及学员 assessments can be designed around relevant performance scenarios, and specific key performance indicators or criteria围绕相关的评估可以设计表现了2016年和具体指标或标准 online and electronic assessments are more difficult to incorporate - assessments tend to be more successful when integrated within existing management and coaching protocols网上电子评估将更难-评估时往往是比较成功的现有综合管理和教练议定书 self-assessment can be useful, using carefully designed criteria and measurements自我评估可以非常有用,使用精心设计的标准和测量	measurement of behaviour change is less easy to quantify and interpret than reaction and learning evaluation计量行为改变是难以量化评价、解释和学习过的反应 simple quick response systems unlikely to be adequate简单快速反应系统未必有充分 cooperation and skill of observers, typically line-managers, are important factors, and difficult to control观察家合作和技巧,通常线经理,都是重要因素,而难以控制 management and analysis of ongoing subtle assessments are difficult, and virtually impossible without a well-designed system from the beginning管理与评估分析正在进行微妙难,几乎不可能在没有良好的制度设计,从一开始 evaluation of implementation and application is an extremely important assessment - there is little point in a good reaction and good increase in capability if nothing changes back in the job, therefore evaluation in this area is vital, albeit challenging实施评价和应用,是一个极为重要的评估点毫无反应良好如果没有良好的增长能力,改变回来工作,所以在这方面的评价是至关重要的,尽管挑战 behaviour change evaluation is possible given good support and involvement from line managers or trainees, so it is helpful to involve them from the start, and to identify benefits for them, which links to the level 4 evaluation below行为改变可能给予很好的评价是由各级管理人员的支持和参与或受训这样有利于让他们从一开始,并确定他们的福利,连接到4级以下的评价
4 四月	results 结果	results evaluationis the effect on the business or environment resulting from the improved performance of the trainee - it is the acid test结果评价是对经商环境因表现改善学员-这是一个严峻的考验 measures would typically be business or organisational key performance indicators, such as:通常企业或组织措施主要性能指标,如: volumes, values, percentages, timescales, return on investment, and other quantifiable aspects of organisational performance, for instance; numbers of complaints, staff turnover, attrition, failures, wastage, non-compliance, quality ratings, achievement of standards and accreditations, growth, retention, etc.册,价值,比率,时间尺度,投资回报和其他组织可以量化方面的表现,例如;号码申诉,员工流动率、减员、失败、流失、不符合质量等级、标准和认证实现增长,保存等	it is possible that many of these measures are already in place via normal management systems and reporting它可能是许多这些措施已经到位通过正常管理制度和报告 the challenge is to identify which and how relate to to the trainee's input and influence目前的挑战是,如何找出其中涉及到学员的投入和影响 therefore it is important to identify and agree accountability and relevance with the trainee at the start of the training, so they understand what is to be measured因此,我们必须找出并同意责任制和相关的培训学员在开始,所以要了解什么是测量 this process overlays normal good management practice - it simply needs linking to the training input这个过程正常重叠好的管理方式,它只是需要连接到训练投入 failure to link to training input type and timing will greatly reduce the ease by which results can be attributed to the training不连接型、投入训练的时间将大大减少,减轻了成绩归结到训练 for senior people particularly, annual appraisals and ongoing agreement of key business objectives are integral to measuring business results derived from training资深人士尤其年度考核和持续经营的目标是一致的关键业绩所得积分来衡量训练	individually, results evaluation is not particularly difficult; across an entire organisation it becomes very much more challenging, not least because of the reliance on line-management, and the frequency and scale of changing structures, responsibilities and roles, which complicates the process of attributing clear accountability个体、评价结果并不是特别困难;横跨整个组织变得更为严峻不仅仅是因为依赖线管理、频率、规模结构转变、职责和作用,而复杂的过程交代清楚分数 also, external factors greatly affect organisational and business performance, which cloud the true cause of good or poor results同时,外部因素影响极大的组织和经营成果,真正原因云好坏结果

 
Since Kirkpatrick established his original model, other theorists (for example Jack Phillips), and indeed Kirkpatrick himself, have referred to a possible fifth level, namely ROI (Return On Investment).柯克帕特里克成立以来原模型,其他理论家(例如杰克菲利普斯)、柯克帕特里克确实自己提到可能第五级,即音(投资回报).In my view ROI can easily be included in Kirkpatrick's original fourth level 'Results'.在我看来,容易被列入感兴趣柯克原第四级'的结果.The inclusion and relevance of a fifth level is therefore arguably only relevant if the assessment of Return On Investment might otherwise be ignored or forgotten when referring simply to the 'Results' level.列入第五级和相关性,因此若说只有相关的评估投资回报否则可能被忽视或遗忘时指纯粹'结果'的水平.
Learning evaluation is a widely researched area.学习评价是一种广泛研究领域.This is understandable since the subject is fundamental to the existence and performance of education around the world, not least universities, which of course contain most of the researchers and writers.这是可以理解的,因为这个问题是根本的生存和教育表现全世界同样的大学,其中当然大部分的研究者和作家.
While Kirkpatrick's model is not the only one of its type, for most industrial and commercial applications it suffices; indeed most organisations would be absolutely thrilled if their training and learning evaluation, and thereby their ongoing people-development, were planned and managed according to Kirkpatrick's model.而柯克模式不是唯一的方式,大多数工业和商业应用它足以;事实上,如果多数团体将是十分兴奋的培训和学习的评价,从而不断人为开发经过规划和管理,依照柯克帕特里克的模型.
For reference, should you be keen to look at more ideas, there are many to choose from...供参考,如果你渴望更多的想法来看,还有很多选择::

• Jack Phillips' Five Level ROI Model杰克菲利普斯'五个层次模型感兴趣
• Daniel Stufflebeam's CIPP Model (Context, Input, Process, Product)丹尼尔敎的CIPP模式(背景、输入、过程、产品)
• Robert Stake's Responsive Evaluation Model罗伯特股权的回应评价模型
• Robert Stake's Congruence-Contingency Model罗伯特股权的余应变模式
• Kaufman's Five Levels of Evaluation考夫曼的五个层次评价
• CIRO (Context, Input, Reaction, Outcome)仙乐(背景、输入、反应、结果)
• PERT (Program Evaluation and Review Technique)PERT(计划评审技术)
• Alkins' UCLA Modelalkins'示范分校
• Michael Scriven's Goal-Free Evaluation Approach迈克尔scriven的目标--自由评价办法
• Provus's Discrepancy Modelprovus的差异模型
• Eisner's Connoisseurship Evaluation Models艾斯纳的鉴赏评价模式
• Illuminative Evaluation Model照明评估模型
• Portraiture Model肖像模型
• and also the American Evaluation Association美国评估协会也

Also look at Leslie Rae's excellent Training Evaluation and toolsavailable on this site, which, given Leslie's experience and knowledge, will save you the job of researching and designing your own tools.莱斯利还看评审的评价和良好的训练工具,这个网站浏览,其中莱斯利获得的经验和知识,将会节省您的工作,研究和设计自己的工具.
 
evaluation of HRD function performance人力资源功能绩效评价
If you are responsible for HR functions and services to internal and/or external customers, you might find it useful to go beyond Kirkpatrick's evaluation of training and learning , and to evaluate also satisfaction among staff/customers with HR department's overall performance .如果你是负责内部人力资源和服务功能和/或外部客户你可能会觉得有用超越柯克评价培训和学习,提高员工的满意评价也/客户提供人力部的整体表现.The parameters for such an evaluation ultimately depend on what your HR function is responsible for - in other words, evaluate according to expectations.参数这种评价最终要靠你们什么功能是负责人力资源--换言之,据评估期望.
Like anything else, evaluating customer satisfaction must first begin with a clear appreciation of (internal) customers' expectations.喜欢什么,首先必须先评估客户满意升值(内部)明确顾客的期望.Expectations - agreed, stated, published or otherwise - provide the basis for evaluating all types of customer satisfaction.期望商定,题,刊登与否提供依据各类客户满意的评价.
If people have expectations which go beyond HR department's stated and actual responsibilities, then the matter must be pursued because it will almost certainly offer an opportunity to add value to HR's activities, and to add value and competitive advantage to your organisation as a whole.如果人们期望超越人力部的声明和实际责任那么要追查因为几乎肯定会提供机会增值小时的活动中,价值和竞争优势,加上贵组织作为一个整体.In this fast changing world, HR is increasingly the department which is most likely to see and respond to new opportunities for the support and development of the your people - so respond, understand, and do what you can to meet new demands when you see them.在这个瞬息万变越来越多的人力资源处最容易看到和应对新的机遇和支持你们开发的人怎么回应,理解,你可以做什么,以满足新的需求,当你看到他们.
If you are keen to know how well HR department is meeting people's expectations, a questionnaire, and/or some group discussions will shed light on the situation.如果你渴望知道人力部会的预期,一份问卷,和/或分组讨论会揭示一些情况.
Here are some example questions.以下是一些例子提问.Effectively you should be asking people to say how well HR or HRD department has done the following:有效地说,你应该要求人们如何做人力资源或人力资源处:

• helped me to identify , understand , identify and prioritise my personal development needs and wishes , in terms of: skills , knowledge , experience and attitude (or personal well-being, or emotional maturity, or mood, or mind-set, or any other suitable term meaning mental approach, which people will respond to)帮我查明,认识,识别和优先发展的需要和个人意愿,在:技能、知识、经验和态度(或个人福祉,或情绪成熟度,或者心情,或者心态,精神病或其他适当方式意义而言,人们会回应)
• helped me to understand my own preferred learning style and learning methods for acquiring new skills , knowledge and attitudinal capabilities帮助我了解自己喜欢的学习风格和学习方法学习新技能、知识和态度能力
• helped me to identify and obtain effective learning and development that suits my preferred style and circumstances帮我找出有效的学习和发展,并取得适合我国情况和首选风格
• helped me to measure my development , and for the measurement to be clear to my boss and others in the organisation who should know about my capabilities帮我发展,我来衡量,要明确和计量等我老板来了谁知道我的组织能力
• provided tools and systems to encourage and facilitate my personal development提供工具和体系,鼓励和促进个人发展
• and particularly helped to optimise the relationship between me and my boss relating to assisting my own personal development and well-being尤其是有助于更好的关系,我和我的老板关于协助我个人的发展和福祉
• provided a working environment that protects me from discrimination and harassment of any sort我提供了一个工作环境,保护任何种类的歧视和性骚扰
• provided the opportunity for me to voice my grievances if I have any, (in private, to a suitably trained person in the company whom I trust) and then if I so wish for proper consideration and response to be given to them by the company只要让我有机会,如果我有任何不满,(私下受过适当训练的人员来我公司信任),然后想如果我做适当的考虑并给他们的回答是该公司
• provided the opportunity for me to receive counselling and advice in the event that I need private and supportive help of this type, again from a suitably trained person in the company whom I trust我提供了机会,接受辅导和咨询活动,我需要帮助和支持民营这类,再从受过适当训练的人,我相信该公司
• ensured that disciplinary processes are clear and fair, and include the right of appeal确保惩戒程序清晰、公平、包括诉权
• ensured that recruitment and promotion of staff are managed fairly and transparently确保招聘管理人员和促进公正和透明
• ensuring that systems and activities exist to keep all staff informed of company plans, performance, etc., (as normally included in a Team Briefing system)确保系统存在和活动的所有工作人员随时了解公司的计划,演出等(通常在一队通报制度)
• (if you dare...) ensuring that people are paid and rewarded fairly in relation to other company employees, and separately, paid and rewarded fairly when compared to market norms (your CEO will not like this question, but if you have a problem in this area it's best to know about it...)(如果你敢:)确保人们付出相当的报酬,并与其它公司雇员,另外,薪和奖励规范市场颇为相比(总裁不会喜欢你这个问题,但如果你有这方面的问题也最好知道::)
• (and for managers ) helped me to ensure the development needs of my staff are identified and supported(经理)帮我发展的需要,保证和支持我的工作人员发现

This is not an exhaustive list - just some examples.这不是无遗--只是一些例子.Many of the examples contain elements which should under typical large company circumstances be broken down to create more and smaller questions about more specific aspects of HR support and services.许多的典型事例含有一些大公司的情况下,应该可以创造更多、破裂小问更具体的支持和人力资源方面的服务.
If you work in HR, or run an HR department, and consider that some of these issues and expectations fall outside your remit, then consider who else is responsible for them.如果你在人力资源工作,或者开办了人力资源处并认为其中一些问题和期待属于你职权然后考虑谁应该负责.
I repeat, in this fast changing world, HR is increasingly the department which is most likely to see and respond to new opportunities for the support and development of the your people - so respond, understand, and do what you can to meet new demands when you see them.我再说一次,在这个瞬息万变越来越多的人力资源处最容易看到和应对新的机遇和支持你们开发的人怎么回应,理解,你可以做什么,以满足新的需求,当你看到他们.In doing so you will add value to your people and your organisation - and your department.这样你会增值你和你的人民团体和贵处.