At Brandon Hall Group’s recent Human Capital Management (HCM) Excellence Conference, Litmos Chief Learning Officer, Dr. Jill Stefaniak and Litmos Chief People Officer, Kyile Stair led a live presentation that focused on how attendees can effectively quantify the success of their learning programs and have more meaningful, metrics-driven conversations around learning outcomes and ROI. The following article summarizes the core insights and key takeaways of their presentation. To gain more insights on the topics discussed below, you can watch the recording of their recent webinar, “ROI of L&D: Learning as Strategic Advantage.”

During our recent live session at the HCM Excellence Conference, myself and Litmos Chief People Officer, Kyile Stair explored how moving beyond superficial assessment metrics for training programs can drive more meaningful conversations around learning and business outcomes.

While common metrics such as participation rates, reactionary surveys, and time spent on e-learning courses can be useful, they often end up being treated as “checkbox metrics” that indicate completion without offering insights into the actual impact on workplace performance. Achieving a 90% completion rate for a training program is commendable, but does that metric actually tell your leadership how L&D programming applies to daily job tasks or contributes to overall job performance?

Rather than suggesting a complete abandonment of these metrics, our presentation advocated for a more holistic approach to evaluating L&D efforts. Beyond the standard participation and completion rates, it’s important to incorporate additional metrics that provide a more comprehensive understanding of the impact of training.  Some noteworthy metrics to include in the evaluation process may emphasize:

• On-the-job application of acquired skills
• Efficiency rates for task completion (including time on task and error rates)
• Adoption rates for new processes and organizational changes
• Employee retention rates and promotion rates
• Career progression and development metrics, linked to learning paths and personalized learning experiences

While total number of training participants or hours of training completed are frequently included in L&D reports, they tend to be vanity metrics in that they do not really convey any information in terms of what knowledge and skills learners have acquired. In an effort to move beyond vanity metrics, L&D professionals should consider what metrics they have to address three areas of performance:

1. Knowledge acquisition

Focusing on knowledge acquisition entails leveraging assessment scores to gauge learners’ comprehension of the content. These scores not only indicate the completion of training but serve as insightful indicators of individuals’ trajectories toward skill mastery. By closely monitoring knowledge acquisition metrics, organizations can tailor their programs to ensure that employees not only complete training but also absorb and apply the information effectively.

2. Job performance

Assessing metrics related to job performance is crucial for a comprehensive evaluation. This involves examining the extent to which newly acquired knowledge and skills are applied in the workplace. By linking these metrics to key performance indicators (KPIs), organizations can establish a direct connection between L&D initiatives and overall organizational success. This approach embraces a holistic view of L&D, positioning it as an integrated component contributing directly to the achievement of broader organizational goals.

3. Return-on-investment (ROI)

The evaluation of L&D efforts should extend to ROI. Organizations need to measure the cost-effectiveness of training programs and analyze how these initiatives have improved efficiency and effectiveness in the workplace. Understanding the direct impact of training on daily operations allows organizations to align L&D strategies with strategic planning goals, ensuring that investments in employee development translate into tangible and valuable contributions to the organization’s overall success.

By categorizing metrics across knowledge acquisition, job performance, and ROI, we believe that organizations can build a more robust framework for assessing the impact of their L&D initiatives.

An often-overlooked metric is employee morale, which can significantly influence engagement and productivity. Implementing employee engagement survey questions that specifically measure L&D topics can offer valuable insights into the effectiveness of training programs and their impact on overall job satisfaction.

In conclusion, while traditional metrics provide a baseline understanding of training completion, incorporating a more diverse set of metrics allows organizations to paint a more detailed picture of the true impact of Learning and Development initiatives in the workplace. By assessing metrics related to practical application, efficiency, organizational alignment, and employee satisfaction, L&D professionals can better tailor their programs to meet the evolving needs of both employees and the organization.

Want more insights on how to drive driving meaningful conversations about learning outcomes and ROI? In a recent webinar, “ROI of L&D: Learning as Strategic Advantage,” myself and Litmos’ Chief People Officer Kyile Stair discussed how L&D professionals can identify the most impactful learning metrics and make more strategic investments for L&D programs. Watch the recording here.