# Training Evaluation Plan (Kirkpatrick)

Builds a training evaluation plan aligned to the four Kirkpatrick levels: reaction, learning, behavior, and results. Use it when a portfolio piece or a real training project needs a structured evaluation plan that goes beyond a satisfaction survey.

## Prompt

## Context
You are helping [YOUR NAME] write a training evaluation plan for [TRAINING PROGRAM NAME]. The program is intended for [TARGET LEARNER DESCRIPTION] at [ORGANIZATION OR CONTEXT]. The learning objectives are:
[LEARNING OBJECTIVES]

The evaluation plan will cover all four Kirkpatrick levels. The available evaluation resources and constraints are:
[EVALUATION RESOURCES AND CONSTRAINTS]

## Task
Write a training evaluation plan with these sections:

1. Overview: one paragraph naming the program, the audience, and the purpose of evaluation for this program.

2. Level 1 (Reaction): what you will measure, the specific question types or instruments you will use, when and how you will collect responses, and what a useful result looks like.

3. Level 2 (Learning): what knowledge, skill, or attitude change you will measure, the assessment method (pre/post test, skill demonstration, scenario, or other), the timing, and how results will be used.

4. Level 3 (Behavior): how you will assess whether learners apply what they learned on the job, the data source (manager observation, follow-up survey, performance data, or other), the timing after training, and who is responsible for data collection.

5. Level 4 (Results): what business or organizational outcome the training is expected to contribute to, how that outcome is currently measured (if at all), and what a reasonable measurement approach looks like given the available resources.

6. Evaluation timeline: a table or list showing when each level is measured relative to the training date.

## Standards
- Each level must name a specific measurement method, not a vague intention.
- Level 4 must be honest about attribution. Training rarely drives a business result alone. State what the training contributes to and how you would control for other variables, or state plainly that attribution is difficult and explain why.
- Do not invent assessment tools, software, or data sources not in the resources provided.
- Do not promise evaluation results. Describe what you will measure and how.
- If the learning objectives are not measurable, flag it before writing the plan. Ask for measurable objectives.
- Ask before drafting if the evaluation resources or constraints are not provided.

## Variables

- YOUR NAME
- TRAINING PROGRAM NAME
- TARGET LEARNER DESCRIPTION
- ORGANIZATION OR CONTEXT
- LEARNING OBJECTIVES
- EVALUATION RESOURCES AND CONSTRAINTS

## Input checklist

- [ ] The program's learning objectives written with measurable action verbs, not vague language like understand or appreciate
- [ ] A description of what the training is supposed to change on the job, so Level 3 and 4 measures can be specific
- [ ] The available tools and access for each level: survey platform, LMS quiz capability, manager access, and business data availability
- [ ] Any known constraints: budget, timing, staff capacity to collect data, or organizational willingness to do follow-up
- [ ] Strip any student names or student-identifying data from materials you adapt (FERPA), and keep participant data out of tools not approved for it
- [ ] Whether this plan is for a real project or a portfolio piece, so the context and scope can be set accurately

## Verification checklist

- [ ] Confirm every measurement method named at each level is something you can actually implement with the resources stated
- [ ] Check that Level 4 includes an honest statement about attribution, not a claim that the training alone drives the business result
- [ ] Verify no survey tools, LMS features, or data systems were named that are not in your resources input
- [ ] Confirm the evaluation timeline adds up correctly and the timing at each level is realistic post-training
- [ ] Check that Level 3 names a specific data source and a responsible party for collection, not a vague plan to check in later
- [ ] Read the plan as a hiring manager: does it show you understand evaluation beyond a smile sheet, or does it rely on vague language about measuring impact?

## Sample output

Sample output. Generated by AI from sample inputs:

Training Evaluation Plan: New Manager Essentials Program
Prepared by: Dana Reyes | Organization: Brightpath Learning (portfolio piece)

Overview:
The New Manager Essentials Program is a 4-hour virtual instructor-led training for individual contributors who have been promoted to people-manager roles in the past 90 days at Brightpath Learning. The program covers feedback conversations, one-on-one meeting structure, and performance documentation basics. Evaluation serves two purposes here: measuring whether the program teaches the skills it claims to teach, and building a case for continued investment in manager development.

Level 1: Reaction
What is measured: Relevance, perceived quality, and immediate usability of the content.
Instrument: 6-item post-training survey sent via email within 24 hours of the session. Questions include two Likert-scale items (relevance, quality), two open-ended items (what was most useful, what is missing), and one item asking whether the learner plans to use a specific skill in the next 30 days.
Timing: Within 24 hours post-training.
Useful result: 80 percent of respondents rate relevance at 4 or higher on a 5-point scale. Open-ended responses identify specific content gaps by name.

Level 2: Learning
What is measured: Ability to apply the Situation-Behavior-Impact (SBI) feedback model and identify the required components of a documented performance conversation.
Assessment method: Pre/post knowledge check embedded in the LMS (10 questions). A scenario-based activity during the session asks learners to rewrite two vague feedback examples using SBI. Facilitator notes whether rewrites include all three SBI elements.
Timing: Pre-check 48 hours before the session. Post-check immediately after.
How results are used: A learner scoring below 70 percent on the post-check receives a follow-up resource packet and an optional 30-minute coaching call with the facilitator.

Level 3: Behavior
What is measured: Whether managers are using structured one-on-ones and giving specific feedback conversations within 60 days of training.
Data source: A 5-item follow-up survey sent to the manager and to their direct manager at 60 days post-training. Survey items ask whether the manager held weekly one-on-ones, whether they gave at least one piece of formal feedback using a structured approach, and whether the direct manager observed any change in feedback quality.
Timing: 60 days post-training.
Responsible party: HR coordinator sends the survey. Program facilitator reviews responses and flags any manager who scores low for additional support.
Note: This data reflects self-report and manager observation. It is not a direct performance measure.

Level 4: Results
Business outcome the training contributes to: Reduction in new manager-related employee relations escalations and improvement in direct report engagement scores for teams led by program graduates.
Current measurement: HR tracks employee relations escalations by manager and by team. Engagement survey data is collected annually. Both data sets exist but are not currently segmented by manager tenure or training completion.
Measurement approach: Compare escalation rates and engagement scores for teams led by program graduates versus comparable teams whose managers have not yet attended. This is a descriptive comparison, not a controlled study. Other factors, including team composition, manager tenure, and business conditions, affect both outcomes and cannot be controlled. Any result should be reported as an association, not a causal claim.
Honest constraint: Attribution is difficult. This evaluation will describe patterns, not prove that the training caused the outcome.

Evaluation timeline:
- 48 hours before training: Level 2 pre-check distributed via LMS
- Day of training: Level 2 scenario activity completed during session
- Within 24 hours post-training: Level 2 post-check and Level 1 survey sent
- 60 days post-training: Level 3 follow-up survey to manager and skip-level
- 12 months post-training (next annual cycle): Level 4 data pull from HR systems

## Customization notes

Adjust the Level 4 section based on what business data is actually available in the target organization. If no business data exists, Level 4 can describe a data collection plan rather than an existing measurement. For a portfolio piece, label the organizational context clearly as a sample scenario so reviewers understand you are demonstrating the framework, not reporting real results. For a live training project, replace the Brightpath Learning references with the actual organization and confirm with stakeholders which data sources they will authorize you to access.

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From The Teacher Transition Library at vetslearn.com/libraries/teacher