Beyond Kirkpatrick: an evaluation dilemma
By Hatty Richmond (March 2008 Issue)
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Most people involved in workplace training would probably agree that it has been, and is, subject to ongoing change, both in approach and in the way in which it is understood.
Much as its parent, human resources management, has come a long way from the roots of industrial relations and personnel management, training is increasingly becoming more closely aligned to organisational strategy and, generally, ‘the things that matter’. Probably the most recognisable change has been the increased focus, not on training as a process, but learning as an outcome – which of course can be much more easily aligned to strategic objectives in terms of organisational capability.
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