Designing Level 2 Training Effectiveness Assessments

In the Kilpatrick model, a level 2 assessment measures how much individuals learned. It is asking did the learners actually learn what we wanted them to learn? Did we actually advance knowledge?

For many of us, the old go-to is the multiple-choice quiz.

If we actually want to assess a learner’s ability to do something or think critically about a topic, a multiple-choice quiz isn’t going to work. This isn’t to say that a multiple-choice quiz can’t be challenging, but the focus of a multiple-choice quiz is on the learner’s understanding of the content, not on the learner’s knowledge of how to apply the content to a variety of different contexts.

Say we are designing a root cause analysis course. By the end of the course, your learners should be able to understand some core principles of root cause analysis so that they can perform better investigations, find root causes and determine appropriate CAPAs. While there may be some inherently wrong approaches to root cause analysis that could be assessed in a multiple-choice quiz, a skilled investigator will likely not be dealing with obvious “right” and “wrong” ways to identify causes. Most investigations require complex interactions with people. As such, there may be multiple decisions an investigator needs to make and, within the scope of a course, it could be really hard to identify what skills a budding investigator needs to develop through multiple-choice quizzes alone.

So, what kinds of assessments could you use beyond multiple-choice quizzes and when should you use them? There’s a lot of complexity to these choices which ultimately need to align what
you want people in the course to learn with how you think they can best demonstrate evidence of that learning.

Assessment InstrumentWhen to use itExample
Multiple-Choice Quiz or
Exam
To assess a learner’s understanding of a concept, definition, or specific process. Could also be used to assess responses or reactions to a scenario-based question if there are clear “right” or “wrong” responses.Understanding of core concepts of root cause analysis. Simple branching choices, for example what tool to use when.
Open-Ended QuestionsTo assess a learner’s ability to interpret and apply a new idea. Could also be used to assess a learner’s ability to describe an approach to a process or problem.Demonstrate knowledge of root cause analysis techniques through various practice exercises.
Long-Form Written
Assignment
To assess a learner’s ability to make an argument, analyze a text or current event, or use outside evidence to inform a particular claim. Could also be used to assess a learner’s understanding of how to produce a piece of writing specific to a particular field or discipline (for example, a lab report in a lab sciences context or a policy memo in a public policy context).Write an analysis and investigation report up from a example.
ProjectTo assess a learner’s ability to make a new product and apply skills learned to build an independent work. Could also be used to assess a learner’s understanding of how to
create a field-specific artifact.
Conduct a root cause analysis from an exercise.

On the job training.
PortfolioTo assess a learner’s ability to grow, revise, and create a body of work over a particular period of time. Review of investigations on periodic basis
Assessment Types

A lot of learning experiences will implement a combination of these types of assessments in a course, and it’s likely that at different phases of your course and for different purposes, you
will need to select more than one assessment or evaluation method.

Remember that an assessment serves two additional purposes: It helps the learners recognize where they are in the course so that they have an understanding of the progress, and it helps you, as the facilitator, see what challenges and triumphs the learners are experiencing all the way throughout the course.

Culture of Quality Initiatives

At the heart of culture is a set of behaviors and beliefs, that indicate what is important to the organization and drive all decision-making. Culture, and weaknesses within it, drive the root cause of many problems, and improving quality culture is an essential part of continuous improvement.

Culture is often the true reason for the behavior of people within an organization and it can often be deeply unconscious and not rationally recognized by most members. These ideas are so integrated that they can be difficult to confront or debate and thus difficult to change.

How we Build Quality

A critical part for improving culture is being able to measure the current situation. A great place to start is using a survey-based to gather input from employees on the current culture of quality. Some of the topic areas can include:

Some of the feedback methods to utilize once you have a baseline can include:

Feedback MethodWhen to use
Focus GroupsYou want detailed feedback on a number if issues AND employees are generally willing to speak on the record
Short, targeted surveysYou have a number of close-ended findings to test AND your organization is not suffering survey fatigue
Informal conversationsYou want to gain context of a few data points AND you have a trusted circle

As you build improvements, you will introduce better metrics of success.

Once you a good set of findings select 2-3 key ones and design experiments.

Pitfalls and Keys to Success for Experiments in Quality Culture
Experiment for Success