Learning and development professionals are under growing pressure to demonstrate the impact of their programs. But doing so requires more than tracking attendance or post-session satisfaction—it means answering the harder question: Are learners doing anything differently as a result?
To get there, we need to go beyond Level 1 (Reaction) and Level 2 (Learning) in the
Kirkpatrick model. While these levels help us assess how participants feel and what they know, Level 3—Behavior—is where change actually happens.
This is where the work gets more nuanced—and more important.
Why Behavior is the Critical Level
Behavior is the bridge between the classroom and the business. It is the observable application of skills, knowledge, and attitudes in the real world. If behavior does not change, performance outcomes will not either.
Too often, L&D teams design programs based on what they think employees should know, rather than what top performers consistently do. That is where impact measurement starts to drift.
To avoid this, we need to be crystal clear: What are the specific behaviors we want to see more of? And how do those behaviors connect to business results?
Step One: Go to the Source—Your Internal Experts
Start by identifying who in your organization already knows what success looks like in action. These are your:
– Top-performing employees
– Experienced subject matter experts (SMEs)
– Frontline supervisors and managers
These individuals understand the day-to-day behaviors that make the difference. If your goal is to increase customer service scores by 20%, who are the people already getting high marks from customers? What do they consistently do that others do not?
Engage these experts through:
– Surveys to gather broad input
– Focus groups for deeper discussion
– Job shadowing or observation to see behaviors in action
Do not limit your exploration to high performers. There is also insight in observing struggling teams to identify behaviors to avoid or gaps in support.
Step Two: Analyze Your Data for Bright Spots
When possible, layer in performance data. Look to your POS, CRM, or customer feedback systems. Can you tie customer satisfaction or productivity metrics to specific teams, individuals, or locations?
Identifying bright spots—people or teams who are already achieving the business outcomes you want—can point you directly to the behaviors worth replicating. Likewise, a look at outliers on the lower end may highlight behavioral gaps or environmental blockers.
This kind of analysis can help you move from opinion to evidence, giving your training program a stronger foundation and clearer targets.
Step Three: Test Industry Benchmarks, But Stay Grounded
Secondary research has its place. Industry reports, academic literature, and thought leaders can offer ideas about “best practices” in your field. But remember: what works in theory or for another company may not apply to your environment.
Use external benchmarks to supplement—not substitute—what you learn internally. If the goal is behavior change, real context matters.
From Discovery to Design: Connecting the Dots
Once you have identified the behaviors that matter, you can reverse-engineer your learning program. Ask:
– What mindsets and skills support these behaviors?
– What obstacles might prevent learners from adopting them?
– What reinforcement, feedback, or environmental supports will sustain them?
This clarity ensures that your program does not just teach but also translates—from knowledge into action.
Final Thought: Behavior is the Beginning, Not the End
Identifying the right behaviors is not just a measurement strategy—it is a design strategy. When you know what you are aiming for, you can create learning that is practical, measurable, and deeply aligned with business outcomes.
In the end, the question is not just “Did they enjoy the training?” or “Did they learn something new?”
The real question is: “What do we need them to do—and are they doing it?”
