A mentoring evaluation method that is both a learning tool and a measurement tool involves (1) assessing performance in the roles of communicator, counselor, coach, advisor, broker, referral agent, and advocate; and (2) evaluating on a continuum the impact of mentoring discussions. (JOW)

Provides a basic formula for calculating the return-on-investment of training: (1) collect evaluation data; (2) isolate effects of training from other factors; (3) convert results to monetary benefits; (4) total costs of training; and (5) compare the benefits with the cost. (JOW)

Kirkpatrick reviews his 1959 article presenting his four-level model of evaluation. He suggests that training professionals should evaluate their programs and understanding those four levels is a good start. The text of the original article is included. (JOW)

Discusses Donald J. Kirkpatrick's Level 4 evaluation model and how and whether to measure the value of training today. Suggests that a balanced view is needed to measure hard- and soft-skill performance gauges, tangible and intangible benefits, and long- and short-term results. (JOW)

Discusses a four-level model of criteria for evaluating training: learner reactions, learning, job application, and observable business results. Looks at reasons why organizations avoid evaluating business results--they can be difficult, time consuming, intimidating, and used inappropriately. Offers guidelines for effective use of the model. (JOW)