As the word echoed in the boardroom, all eyes turned to Klara, the new VP of Learning. While nodding in agreement, her mind raced. She knew the limitations of the decades-old linear model, especially for demonstrating the true long-term value of their innovative, blended learning solutions. It’s like trying to measure digital impact with an analog ruler, she thought. It was time to educate her business leaders on how learning experiences are measured in the 21st century and Klara would start with this recent ask to update the organization’s sales training.
Did you know that the Kirkpatrick Model was developed in the 1950s and ’60s? I’ll do the math for you — that is 75 years ago! Let that sink in for a moment. Lots has changed since then. It’s a widely used framework for evaluating training programs using four levels: Reaction, Learning, Behavior, and Results.
For starters, when the model was developed, training was overwhelmingly classroom-based. Think instructors at the front, lectures, and printed materials in a physical classroom. Training was a scheduled event, often separate from the actual work environment. It was largely standardized — everyone received the same content, at the same pace, regardless of their individual needs, prior knowledge, or learning preferences. The focus was on efficiency and delivering a consistent message. Success in training was measured by completion rates and participant satisfaction (Level 1 in the Kirkpatrick Model). A rather basic evaluation that focused on “getting people through the training” to check a box.
Sadly, some organizations still run training this way, but that’s a topic for another blog post!
In 2025, training is increasingly digitally driven through eLearning modules, videos, virtual and augmented reality, mobile learning apps, and AI-powered learning platforms. Learning experiences are more and more embedded in the flow of work, available at our learners’ fingertips whenever they need them. Today, there’s an expectation that learning is personalized. AI algorithms analyze learner data to tailor content, pace, and delivery methods to individual needs. Adaptive learning platforms adjust based on performance in real-time. Learning pathways are customized, allowing individuals to focus on their specific skill gaps and career goals. The focus is on relevant and engaging content. More and more, organizations are concerned with the performance impact of learning. The focus has shifted to demonstrating how training translates into improved job performance, business outcomes, and return on investment (ROI).
These shifts fundamentally challenge the assumptions upon which the Kirkpatrick Model was built, a fact that even James Kirkpatrick, the son of the founder of the model, Donald Kirkpatrick, acknowledged.
While the Kirkpatrick Model’s four levels (Reaction, Learning, Behavior, Results) still provide a basic framework, an updated approach emphasizes starting with Level 4 (Results). This reverse approach ensures that expected business outcomes drive the design and delivery of learning experiences, making evaluations more strategic and impactful. The model also broadens its focus beyond traditional training metrics to include workplace factors such as business processes, systems, role modeling, and resource availability. This allows learning professionals to be seen as performance consultants and influence organizational performance holistically. The model fosters the idea of continuous improvement rather than static assessments and considers learner motivation and organizational culture — as these factors significantly affect behavior change and long-term business results. It integrates modern tools like digital platforms to better engage learners and measure outcomes in dynamic work environments.
There are many emerging measurement models in the market, such as Bonnie Beresford’s Measurement Map®. Organizations also use integrated evaluation approaches, blending traditional models with data analytic tools to compare trained vs. untrained employee performance, and use technology platforms to track real-time data on skill application and behavioral change. If you need help analyzing your data, you might find this blog post helpful.
“Starting with business outcomes and strategic objectives?” asks Javier, the business leader. Klara nods. “Yes, if you want to show the impact this blended learning experience has on your business, we need to connect the dots from the beginning,” she says. Klara could see that Javier was still unsure about this new approach to training. “Think about our marketing function for a moment,” Klara adds. “You would never start working on a campaign without understanding the impact you want to see on our business, correct?” Javier nods slightly, and Klara knew her point resonated with him.
Klara’s organization has seen a decrease in sales year-over-year, and the goal is to increase sales by 2% over the next 12 months. That is the business goal that she needs to align her training to. She identified the business need for training by talking to the various sales managers, and a clear picture evolved — sales consultants need support throughout the various stages of the sales cycle. She lays out the entire sales learner journey, with its various stages from lead management to presentation, to negotiation and follow-up. Within each of those touchpoints, she identifies learning and performance objectives that sales consultants must meet. The sum of those objectives rolls up into the overall business goal to increase sales. This way, Klara uses the objectives as leading indicators to tell her throughout the learning experience if the business goal can be met. Leading indicators are inputs you receive today that, when achieved, signal the likelihood of meeting your overall goal.
It’s time to rethink how we measure training impact, how we have conversations with our business leaders about learning, and how we can connect the dots for our organizations between modern, digital learning experiences, and business outcomes. We have tools and technologies at our fingertips. Start with educating your business leaders on the importance of thinking about learning differently. Show them how far training approaches have come since the 1950s, bring them along for the evaluation journey, and decide together what you want to measure to show how training has impacted your organization’s bottom line.
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