In advancing to level 3, our concern shifts to whether the training had an impact on the job and on organizational outcomes. Level 3 evaluation has a strategic importance to the organization because changes in behavior are the ultimate goal of training interventions. If the training does not impact on-the-job behavior, the money invested has been wasted, and organizational goals will not be accomplished.

One of the biggest contributors to poor training outcomes is a context that does not support practicing and utilizing the training information obtained. For training to be successful, the trainee must have clear expectations, the right skills, and a willingness to do well, and the organization must create an environment that encourages the right behaviors. Reward systems, resources, and time to practice new material are necessary for classroom lessons to transfer to on-the-job behaviors. The importance of ensuring a context conducive for transfer of training cannot be overestimated.

In the initial Kirkpatrick model, level 3 is the extent to which participants apply what they learned during training when they return to the job. Simply put, how often does the trainee use the training on the job? If employees fail to exhibit the critical behaviors, several things may have occurred.

First, the training may not have focused on the most important aspects of the job—a failure of needs analysis and training design. Second, the trainees may not have properly learned what was offered in the training program—a failure of the instructional design process. Lastly, the trainees may have learned the proper knowledge and skills, but did not receive the contextual support to practice and internalize the new information while on the job.