The TVS Model of Training Evaluation

The TVS Model of Training Evaluation is a lesser known but incredibly useful evaluation model.  You may be familiar with the Kirkpatrick Model, (est. 1959) CIPP Model, (est. 1987) and the IPO Model (est. 1990) of evaluation.  Every few years (or decades) a new training evaluation model is released.  And, like the TVS Model, it oftentimes serves as a more contemporary take on previous models.  This is necessary because, well, organizations change.  For Instance, Kaufman’s Model of Learning Evaluation expands upon the Kirkpatrick’s Model’s Level #1 (reaction to the training), splitting it into two distinct parts; one for the gathering of resources and one for delivery of those materials.  

At the time that Kirkpatrick’s Model was released, Youtube didn’t exist.  Now, and considering the resources available to us (social media, youtube, etc, etc, ETC.) the collection of resources is a demanding step all on its own.  The TVS Model of Training Evaluation (est. 1994) is no different other than it serves as a more modern expansion upon a wonderful idea.

Here’s how the TVS Model works, in four steps.

  1. Situation: Evaluate (there’s that word again) current performance and decide how you’d like to perform in the future.
  2. Intervention: Figure out why a gap exists between current performance and desired performance.  ALSO, this is where you decide if training is the right solution to close the gap (see how Sprezie deals with this step), a function unique to the TVS Model of Training Evaluation.
  3. Impact: This is the tough one: Evaluate the difference between pre and post-training data. (1)
  4. Value: Measure difference in performance in terms of dollars.

So let’s talk about Level #3: Impact.  It seems that step three in ANY learning evaluation model is the doozie.  The TVS Model of Training Evaluation is no different.  But here’s the deal: we understand your pain.  A SMALL percentage of people in Kirkpatrick’s Model, for instance, ever realize Level 3.  Unfortunately, Level 3 often stands as an insurmountable barrier to Level 4, and Level 4 (seeing the value of training) is every trainer’s ultimate goal.  The reason for the difficulty?  Behavior change data is hard to gather .  See how Sprezie works with the TVS Model of Training Evaluation to make Level #3 a breeze.