Evaluating the Effectiveness of a Training Program Using the Four Level Kirkpatrick Model in the Banking Sector in Malaysia

Employee training and development are becoming an increasingly important function of HRM as they help organizations to enhance human capital and compete in a rapidly changing business world. Millions of USDs have been spent on employee training programs and it is a challenge for the HR department to justify each USD invested. This paper aims to evaluate the effectiveness of employee training programs in the banking sector in Malaysia. Using the Kirkpatrick’s four levels of evaluation model, this paper specifically examines: (i) the reactions of the employees to the training programs; (ii) the level of employee’s learning; and (iii) the employee’s transfer of training. A sample of 36 employees who attended the Intermediate Central Banking Course was selected through the stratified sampling method. Training feedback questionnaires, pre and post tests, face-to-face interviews, learner development plan reports and behavioral surveys were used to evaluate the effectiveness of the training. The study revealed that the training conducted had resulted in evidence to three of the four levels of Kirkpatrick’s model. The reactions to the training received on average 4 of the 5-point Likert scale. Pre and post test to determine learning resulted in an average increase in knowledge of 11.4 percent. The results for employee performance revealed overall positive feedback on the face-to-face interviews and behavioral surveys conducted as well as about 68 percent indication of transfer of training to the workplace. The findings therefore, help the HR department to furnish evidence to the organization, as well as stakeholders and continue to make employee training and development a strategic management agenda. (Abstract by authors