Kessels, J. W. M., Smit, C. A., & Keursten, P. (1996). The eight fields instrument: analysis framework for training effects (internal publication).

In this text we wish to provide a framework for examining learning processes in organisations. The basic assumption is that the purpose of teaching and learning in an organisation is to implement a learning process that provides an adequate solution to a particular problem in the organisation. We consciously use the phrase ‘learning process’ instead of ‘training’ because we are concerned with the learning and not the training.
Learning can take a wide range of forms, the traditional course or training is just one of the possibilities. With the eight-field framework we wish to provide a handle for answering the questions:

  • What do we want to achieve?

In the translation of an organisation goal into a learning process we can distinguish four different levels, namely organisation, work situation, skills and learning situation. These levels contribute to the effectiveness of the learning processes because they provide an advanced stimulus to properly specify the intended yield of the planned training investment.

  • When are you satisfied?

There are also four levels of evaluation for the leaming processes. They are actually the mirror image of the first four levels. Their systematic completion results in practical criteria for the evaluation of the learning process. This is important to be able to visualise the results afterwards. The more practical the criteria, the easier they are to measure. In our opinion the question “When are you satisfied?” should be asked in advance, and not afterwards. A better description of the evaluation criteria will enable a more focused approach to filling in the details of the learning process.