Plan how to measure whether a training program worked

Plan how to evaluate the training program below, for {{stakeholders}}, so that we can show whether it changed what people do at work and decide whether to keep, fix or stop it. The plan should be agreed before the training runs, so the data we need is collected from the start.

The training (audience, format, length, objectives):
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{{training_details}}
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The business problem it is meant to help with: {{business_goal}}
Data we can already get (learning platform reports, quality scores, sales or support metrics, HR data): {{available_data}}
Time and people available for evaluation: {{evaluation_capacity}}

Organize the plan by the four Kirkpatrick levels. For each, give what we measure, the method and instrument, when, who collects it, and what result counts as success, decided now:
1. Reaction: a post-session survey of no more than 6 questions, written out in full, about relevance and confidence to apply what was learned, not the venue or catering.
2. Learning: how we check that people can do what the objectives say, such as a skills demonstration or a scenario quiz, with a pre-check if it is feasible.
3. Behavior: what managers or data should show 30 to 90 days later, with a short observation checklist or follow-up questions for managers.
4. Results: the business metric linked to the goal, its baseline, and how we will separate the training's effect from other changes, or a plain statement that we cannot.

Write survey and checklist items in plain language that people in any role can answer quickly. Then add a timeline table with the columns When, Activity, Owner, and the 3 biggest risks to the evaluation (for example a low survey response rate), each with a fix.

Keep the plan under 700 words, and scale it to the capacity above: a small team needs a light plan it will actually run.

Do not invent baselines, targets or benchmarks; write [baseline needed] where one is missing. Do not claim the training caused a result unless the method supports that conclusion. If the business problem is not one that training can fix, such as a staffing or tools problem, say so before the plan.