The demand to demonstrate real value from learning investments has never been higher. Gone are the days when leaders were satisfied with participation counts and “smiley sheet” satisfaction scores. Stakeholders want proof and real confidence that training drives meaningful behavior change and business results. That confidence only comes when organizations move beyond surface-level metrics and commit to building what my company, Kirkpatrick Partners, calls a “Culture of Evaluation” — where evidence-based decision-making is a shared, organization-wide commitment.

Moving Beyond the Myths: Understanding Enhanced Evaluation

For years, learning and development (L&D) professionals mostly measured what they could easily control. Those familiar with Kirkpatrick’s Evaluation Model might recognize this as students’ reaction to the training experience (Level 1) and student’s increase in knowledge (Level 2). While these measures are important, they rarely address the questions executives care about most, such as whether training leads to real change or what learnings contributed to business outcomes.

This is where Level 3, behavioral change and performance improvement, and Level 4, business success, become crucial for understanding the impact of training. There is a persistent myth that organizations can measure behavior change by simply sending a feedback survey 60 or 90 days after training. In reality, the Kirkpatrick Model, as updated in the 2010s, moved away from that narrow approach. Modern Level-3 evaluation means embedding learning and evaluation within the business itself. It’s about integrating multiple sources and methods — manager feedback, observation, performance data and peer input — to monitor what’s actually happening on the job.

Just as important, today’s best practice recognizes that Level 3 and Level 4 are interdependent. It is not enough to ask if someone is using new skills; organizations need to set and track leading indicators that signal whether behavior change is on track to achieve the desired business results. If indicators show gaps or risks, L&D teams can deploy additional support or reinforcement to protect the training investment. Evaluation then becomes not just a rearview activity but a forward-looking management tool.

Evaluation as a Team Sport

One of the biggest barriers to credible evaluation is the belief that it’s solely L&D’s job. In truth, evaluation is a team sport. Collecting high-quality data and making sense of it requires the involvement of executives, managers, front-line employees, human resources (HR), information technology (IT) and more.

Here’s an example that often resonates with stakeholders: Think of launching a training program like fielding a new team in a sports league. L&D is the coach, designing the playbook and running practices. But the players, employees and their managers, are the ones executing on the field. Operations, IT and HR support with equipment, analytics and logistics. Just as no coach expects to win a championship alone, L&D cannot ensure behavior change and results without active participation from the back office (a.k.a. the business). When everyone embraces their role, the organization is set up to win and see measurable impact.

The Buy-In Challenge

Gaining buy-in for enhanced evaluation is not always easy. Stakeholders may worry about time, cost or complexity. Others fear that advanced evaluation could uncover weaknesses or disrupt routines. Some still think evaluation is just about checking the return on investment (ROI) box.

These misconceptions can stall momentum. Without a strong culture of evaluation, efforts can become siloed, lose credibility and struggle to access the data and engagement required for meaningful results.

Making the Case: What’s in it for Stakeholders?

Building buy-in begins with helping stakeholders gain confidence in both the process and the outcomes. Enhanced evaluation is not just an L&D exercise; it is a business imperative. When stakeholders see how evaluation informs better decisions, improves investments and mitigates risk, support grows naturally.

A practical approach is to connect evaluation to what matters most to each group. If the goal is customer satisfaction, show how you’ll track changes in front-line behavior and customer metrics. For sales, demonstrate links between training, behaviors and revenue. The more evaluation is integrated with business strategy, the more relevant and valuable it becomes.

Early success stories are key. A pilot project that measures and improves a specific behavior or outcome can become a proof point, generating excitement and credibility across the organization.

Building Buy-In: Practical Tactics for a Culture of Evaluation

Success comes from deliberate, collaborative strategies:

1. Stakeholder Mapping

Identify and understand all key players — executives, managers, HR, finance, IT, operations and more. Each brings unique perspectives and needs to the table.

2. Speak Their Language

Frame evaluation in terms relevant to each stakeholder. Go beyond learning jargon; use business metrics, operational goals or customer results.

3. Co-Create the Process

Invite stakeholders to define success and select which behaviors and results to track. This increases ownership and ensures relevance.

4. Use Multiple Sources and Methods

Don’t rely solely on surveys. Incorporate manager observations, peer feedback, system data and performance dashboards. This approach makes Level 3 and Level 4 evaluation practical and credible.

5. Monitor Leading Indicators

Regularly check leading indicators, such as early performance trends or on-the-job application. Spot risks or gaps early and deploy support and reinforcement where needed.

6. Share Data and Stories Early

Communicate quick wins and lessons learned using dashboards, stories and visualizations. Keep evaluation visible and valued.

7. Enlist Champions

Empower advocates throughout the organization to share their positive experiences and help drive adoption.

8. Keep Feedback Loops Open

Solicit and respond to input at every stage so evaluation remains a living, adaptable process.

Level 3 and 4 Data: Practical, Not Impossible

Many organizations believe advanced evaluation is out of reach. The truth is, most already have access to the sources needed: operational data, HR metrics, performance systems and direct observation. What’s required is coordination and a commitment to use multiple data points for a complete picture.

Level 3 and 4 evaluation is not about complexity. It’s about planning for data needs from the start, collaborating across teams and acting on what’s learned. With the right approach, it’s manageable, sustainable and highly effective.

Sustaining Engagement and Building Confidence

Building a culture of evaluation is a continuous journey. Success depends on making evaluation a regular part of business reviews, leadership discussions and strategy cycles. When results are shared transparently and improvements are celebrated — even small ones — momentum grows.

As more stakeholders experience the value of evidence-based decision making, confidence in learning investments will rise. Data becomes a tool for learning, growth and accountability.

Conclusion

Enhanced evaluation, driven by team-wide buy-in and collaboration, is the foundation of a true culture of evaluation. When everyone understands their role and sees the connection to business outcomes, evaluation becomes a source of insight and confidence, not just compliance. The result: smarter investments, greater impact and lasting credibility for learning and development.