The present study will focus on examining questions about training evaluation. As the human resource has become one of the most important resources for running businesses in the 21st century, training has also become one way to promote businesses’ competitive advantages. Training may cost time, money and other input; therefore, companies will be looking for ways to more effectively understand how training programs are being evaluated and perceived regarding the value that bring to the organization. The four-level evaluating framework proposed by Donald L. Kirkpatrick has dominated thinking and practice of training evaluation. Based on the Kirkpatrick model, a case interview was applied to help investigate training evaluation practice in the present study. This study looks deeply into the training evaluation practice and by comparing with theory and other researches the author hopes to reflect on some relative issues and disclose the importance of some issues that could be investigated further.