Kirkpatrick makes it clear that in order to do proper evaluation at all four levels, you must first consider level 4 and proceed backwards from there. We start by asking what outcomes are strategically important to the organization (level 4). Then we ask what the organization needs for support to ensure training transfer occurs and outcomes are successfully reached (level 3). We follow this by addressing what knowledge, skills, and abilities (KSAs) we need to see mastered to ensure learning occurred (level 2), and finally how to design the training program to ensure the environment is conducive to learning.

In order for good level 4 evaluation to occur, the company needs a systematic strategic focus and plan. Transparency and clear communication on the company’s strategic vision is essential so everyone is on board. The key to training transfer is based here because without a clear strategy, it is difficult to align training to strategy, and difficult then to support the transfer of learning to the job.

Successful training transfer requires a leadership team that supports the learning process. In order to ensure training transfer occurs, leaders must be ready to help facilitate learning that will have an impact at the strategic level. It is essential to first ensure that the company has a vision for what it wants from its leaders. Leaders need to inspire a shared vision, enable others to act by fostering collaboration, model good behavior, and celebrate accomplishments.

Kirkpatrick and Kirkpatrick argue that a balanced leadership approach is necessary to facilitate training transfer. Leader must provide support and encouragement and demand accountability. Setting expectations while also providing support to get the work done is an important balance any leader should master. Training transfer is, at its core, change management. In order for trainees to change their old behaviors by participating in training and embracing new behaviors, a system that facilitates change management must be put in place.