How do you decide what type of education and training to develop? Do other teams make requests of L&D? Do you have a list of topics and skills to cover? These are the most common starts for L&D teams.
Yet, despite detailed content, polished delivery, and enthusiastic participation, many trainings fail to create real business impact. The problem often lies not in the execution but in the design. When training is created without a clear definition of what success looks like, it's difficult to measure value—or to achieve it at all.
The modernized Kirkpatrick Model offers a way forward. By designing backward from desired results, L&D teams can build programs that are both strategically aligned and operationally effective. This approach doesn’t just improve outcomes, it helps future-proof training initiatives for sustained organizational relevance.
The Pitfalls of Designing Training from the Front
Too often, training is designed in a linear sequence: gather content, build materials, deliver the experience, and then tack on an evaluation at the end. This legacy mindset assumes impact will emerge organically if the delivery is strong enough. In reality, this approach disconnects training from business priorities.
Without a plan for measuring outcomes or reinforcing application, learning may be well-received but ultimately irrelevant. Worse, retrofitting evaluations after the fact can be cumbersome, costly, and unconvincing. The result is a missed opportunity to demonstrate the true value of learning to stakeholders.
What “Designing with the End in Mind” Really Means
Designing with the end in mind flips the traditional process. Instead of starting with content, learning teams begin by asking: “What results are we trying to achieve?” This is Level 4 in the Kirkpatrick Model: Organizational outcomes. Once those are defined, the process moves backward to Level 3 (Behavior), Level 2 (Learning), and Level 1 (Reaction).
This reverse engineering ensures every element of the learning program supports the final goal. It also aligns the training with measurable impact, making it easier to track progress and adjust as needed. It’s a future-proofing method that anchors learning in long-term strategic priorities rather than short-term instructional checklists.
Applying the Modernized Kirkpatrick Model to Instructional Design
The modernized Kirkpatrick Model provides a structured, flexible framework for designing training that drives change. Each level informs the one before it, helping teams build programs that are integrated from strategy to execution.
Level 4: Define the organizational outcomes.
Before any content is developed, clarify what the business is trying to achieve. This may include improving safety, increasing customer retention, or driving innovation—whatever aligns with the organization’s mission. These outcomes should be specific, strategic, and significant.
Don’t wait for years to evaluate impact. Use leading indicators to measure early signs of progress. These short-term metrics help teams monitor direction and intervene as needed.
Level 3: Define the critical behaviors.
Once outcomes are defined, identify the behaviors employees must perform to make those outcomes happen. What should people be doing differently or more consistently?
Focus on behaviors that are both observable and measurable. For example, rather than saying “be more empathetic,” specify the actions that demonstrate empathy in your organization. These behaviors become the foundation for both training design and evaluation.
Level 2: Define performance-focused learning objectives.
Learning objectives often default to passive verbs like “understand” or “know.” But in this model, objectives are performance-based. What should learners be able to do?
Include assessments that measure not only knowledge and skill, but also confidence and commitment. These are early predictors of whether learners will apply what they’ve learned in the real world.
Level 1: Align reaction measures with job relevance.
Reaction data still matters, but it needs to go beyond satisfaction. Measure whether learners found the training relevant, practical, and applicable to their roles. This insight helps refine future programs and signals likely behavior transfer.
Designing Support and Evaluation Together
Effective training doesn’t stop at the end of the session. Designing with the end in mind also means planning for reinforcement and evaluation in tandem with content creation.
Required drivers—support and accountability mechanisms—should be built into the program from the start. This includes tools like job aids, coaching, microlearning refreshers, and performance dashboards. These drivers create the environment necessary for behavior change.
Likewise, evaluation is embedded, not bolted on. Teams should plan how and when they’ll monitor progress, gather feedback, and adjust the program. This approach transforms training from a one-time event into a living process.
Making the Shift: Tips for L&D Teams
The transition to end-in-mind design doesn’t require an organizational overhaul. Here are some practical ways to begin:
1. Start small.
Apply the model to one course or business unit. Use it as a pilot to test the impact of backward design.
2. Build cross-functional alignment.
Engage stakeholders early. Define shared expectations and outcomes before building content. This collaboration increases buy-in and ensures training solves the right problem.
3. Embed feedback loops.
Use data at multiple points to refine your approach. The 30/60/90-day model is a great starting point for tracking behavior and results over time. Evaluation becomes a guide, not a judgment.
Let Outcomes Drive the Design
Future-proof training isn’t built around topics; it’s built around transformation. By designing backward from desired outcomes, L&D teams can ensure their work directly supports business goals, empowers learners, and withstands the test of time.
The next time you begin designing a learning initiative, don’t start with what people need to know. Start with what needs to change—and let that shape everything that follows. When training begins with the end in mind, its value becomes clear, lasting, and measurable.
