ABSTRACT
This chapter explores Donald Kirkpatrick's four-level model. Most higher education institutions spend time and effort looking for or developing a reusable model. In an environment such as higher education where a substantial element of the workforce is highly articulate and educated to at least first degree level, it would be naive to assume that a significant number of senior managers did not know the 'principles of human relations'. Evaluation of the result of training and development actions in terms of behaviour back at work is more difficult than reaction and learning evaluations. It requires a more scientific approach and the consideration of a range of factors. The effectiveness of staff developers and the training and development activities that fall within their remit is obviously the key measure. However, to determine effectiveness, outcomes of training and development actions must be measured.
