Unpacking the New World Kirkpatrick Model #5, give your program every chance of success
There are some things as learning professionals we can control or influence but there are others that we feel we can’t. However, if we don’t recognise them or do anything about them, our program is unlikely to contribute to organisational change or results. So, let’s explore these and see what we can do to give our programs the best chance of success.
There are some things that you as a learning and performance professional can directly control, these are associated with the transfer of knowledge and skills to a participant. You can also influence their desire to apply their learning and to provide them with the confidence and commitment to apply. You will see that these elements form the basis of the New World Kirkpatrick Model at level 2. As discussed in a previous article you can also be the architects of a package of support and accountability in the workplace even though you don’t have the direct authority to do so. However, there are some things that you have little control over but can absolutely de-rail any chance of people actually doing what they need to on the job to create better performance and get great results. So, what are these and what can we do about them….
So, what does this mean for all of our programs? To ensure the best chance of success we need to be really in tune with what is happening in the workplace and have created trust and partnerships within the business. We have to be honest with ourselves and with the organisation that if there are cultural, systems, process, resource, timing, or other issues that could impact the likely outcomes, we must seek these out and gain an understanding of them. Secondly, we must have the courage to address these with the organisation in a way that the organisation can agree and take action. This may even be at the expense of our program, as was the case of us having to postpone the roll out of the coaching program. But the alternative is to deliver a program that has very limited impact on the performance of the people and the subsequent results for the organisation. In Kirkpatrick terms we call these Necessities for Success and you can find out more about these by joining one of our next Bronze level certification programs.
In the next article I’m going to unpack the largest block of the New World Model, Monitor and Adjust, the last element of the model before we start discussing evaluation