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The Kirkpatrick Model: Measuring the impact of your sales training

The-Kirkpatrick-Model_Measuring-the-impact-of-your-sales-trainingOne of the most common questions that our customers ask us about is how to measure the impact of their sales training. While there’s no one-size-fits-all answer, the Kirkpatrick Model is a benchmark framework that has been used for over 60 years across many disciplines to measure the impact of sales training. In this post, I’ll outline the Kirkpatrick Model and how it applies to sales training.

There are four levels to the Kirkpatrick Model:

Level 1: Reaction:

This considers whether your reps found the sales training useful, engaging and relevant to their role. It also looks at whether your reps were actively involved in the learning and whether they will be able to apply this learning on the job.

Questions to ask:

Did your reps enjoy the sales training?

Was it a good use of your reps’ time?

Was the length of the training appropriate?

Did your reps feel comfortable participating?

How do you measure this:

When should this be done:

Much of this can be measured during and immediately after the training has been completed. Specific time periods can also be determined to measure that the learning has been both adopted and retained.

Level 2: Learning:

This measures how much the knowledge and selling skills of the reps have increased as a result of the training.

Questions to ask:

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Have your reps learnt what they needed to?

Have reps skills improved in the way that was intended?

How much have the reps skills improved as a result of the training?

How do you measure this:

When should this be done:

Some of these can be measured during the training or immediately afterwards. Others may require additional time to give reps time to absorb and practice the selling skills.

Level 3: Behavior:

This measure how our reps are using what they have learned in their roles. It includes measuring behavioral change.

Questions to ask:

Are reps using the knowledge and skills they learned in their role?

How has performance changed as a result of the learning?

Have sales increased?

Did it help them improve their selling skills?

Will it help them sell more?

Has time to productivity reduced? (for sales onboarding)

Are your sales reps aware that their sales skills have improved?

How do you measure this:

When should this be done:

Some of this can be measured immediately, but many will require performance to be reviewed over a longer period of time, for example periodically measuring improvements in sales performance.

Level 4: Results:

This measures business outcomes and performance as a result of the training.

Indicators to measure:

When should this be done:

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When you can measure these indicators will depend on the lag time for the relevant indicators. Some can be measured almost instantly (like number of certifications) while others will have a longer lag time (like % of forecast achieved).
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Shankar Ganapathy
Author
Shankar Ganapathy

Director of Marketing at MindTickle. Shankar is passionate about enabling human capability. He believes in the power of digital to improve sales effectiveness.