Military Review English Edition November-December 2015 - Page 122

to the 84th percentile on the posttest. The organization benefitted from the use of a valid, reliable, impersonal instrument for feedback on teaching success, and the students also were very motivated to show improvement. The assessment program also incorporated continuous observation, rubric-based assessment, and coaching by the faculty. Observing the students during their exercises enabled assessment of their disposition to think critically during the performance of their duties (as opposed to thinking critically “on demand,” as measured by the HCTA). Training assessment level 3: behavior. The next level of assessment in the Kirkpatrick model is behavior: the degree to which participants apply on the job what they learned during training.19 Assessment consisted of surveys completed by the staffs that the teams supported, weekly communications with deployed team leaders, and evaluations of the research products developed by deployed teams. Training assessment level 4: results. The highest, and most important, level of the Kirkpatrick model is the assessment of the degree to which desired organizational outcomes occur as a result of the learning event(s).20 The means of assessment were similar to level 3. For example, in response to 138 organizational surveys conducted throughout 2013 and 2014, 99 percent of deployed commanders and staffs reported they agreed or strongly agreed their supporting human terrain teams provided information that effectively contributed to their sociocultural understanding. These results indicate that team members performed consistently with strategic objectives, lines of effort, and key tasks of the Army’s 2015 human dimension strategy.21 In sum, the assessment program integrated feedback from a range of stakeholders within the schoolhouse, from deployed teams, and from the units they supported. The chief of training and education, the assessments lead, and often the curriculum planner joined weekly teleconferences with deployed team leaders to ascertain emerging needs that should be incorporated into classes, and to get timely feedback on the performance of newly deployed personnel. Graduates completed posttraining surveys after ninety days on the job. Often, their reactions changed once they gained experience in the field. 116 Finally, with this rich body of feedback from across the organization and supported units, training meetings became idea meetings, and the training calendar became more of an organizational learning tool than a spreadsheet that merely depicted scheduled activities. Integration Consistent with the Human Dimension Strategy By the end of 2011, the Human Terrain System managers had developed an essential task list for the teams and a job-task analysis for each team position. Additionally, all new personnel joining the program came in as contractors, and the main organization supplying personnel had established a comprehensive screening process that included assessment of applicants’ physical fitness levels, job-related experience and skills, and psychological suitability for service on small teams operating in conditions of ambiguity, d