As a learning and development (L&D) professional, the pressure to prove that your team’s training was effective and valuable can feel, well, overwhelming. Most companies realize the benefits and the need for measurement in L&D, and most of us have signed off on the concept of measurement in theory. Yet, it is still a common challenge for so many learning leaders. Why?
As a lover of data, measurement has always been a priority for me. That said, thorough measurement and evaluation is a step even I skip when I’m pressed for time and/or resources are stretched thin. After all, if our organization’s people like the training, do I really need to measure the results? The answer is yes! Measuring the impact of training and assessing outcomes is absolutely worth the time and effort.
In this article, we’ll review three helpful best practices L&D professionals can use when measuring the impact of their training programs.
1. Measure data.
As L&D leaders and training facilitators, we may assume that when learners are nodding their heads and engaging with the material, they’re retaining training. However, we cannot rely on what we perceive, or solely on what we observe in the classroom, to be reality. Instead, L&D leaders must rely on data when evaluating training effectiveness. Pre-and post-assessments can give learning leaders the data and insight to prove whether or not their training program was effective in improving behavior and performance on the job. By analyzing the data, rather than relying on assumption, L&D leaders can accurately prove the success of their learning solutions.
2. Eliminate bias.
As important as measurement is, even numbers can lie. That’s why L&D leaders must identify how the data was collected and aggregated and whether there’s inherent bias in their results. For example, let’s say you send out a survey after training your team on a piece of technology. The survey asks learners if they’ve used the software more this month than they did prior to attending training. While learners may attempt to answer truthfully, bias can stand in the way.
Learners may struggle with assessing themselves truthfully since they may hesitate to admit if they’re not meeting expectations. And some learners may genuinely believe they are using the tool more. The point here is that it’s important to think critically about your measurement methods and if there is any room for bias to get in the way.
A great way to eliminate bias in measurement is to ask clear and transparent questions that aren’t open for interpretation. In the example above, instead of asking learners if they use the software more that month, the question could ask learners to quantify or describe how they use the software. By framing the question differently, it can enable learners to answer more accurately.
3. Use data to inform.
For L&D leaders to gain a seat at the table, they must be seen as trusted business partners. This means that they must be able to communicate the business impact of training and how L&D can bring value to organizational success. In this way, data can be a L&D leader’s best friend. L&D leaders should use data to inform stakeholders of the benefits of training and how it can work to improve business operations. They can partner with other departments like finance and operations to work out a business plan for training.
Many results-driven companies will find any number to show value to stakeholders. eLearning completion rates or the number of participants who passed a knowledge-based test are important metrics, but they don’t communicate training’s impact as a whole. When L&D leaders spend too much time measuring and communicating the wrong metrics to stakeholders, it can create confusion around the benefits of training. Before launching a program, L&D leaders should pull data from other departments and teams to understand their workforce’s specific training needs. Then they should use this data to inform stakeholders of why their teams need training and how it can benefit them in the long run.
Moving Forward
In summary, don’t stop measuring the impact of your training programs. Though measuring the value of training isn’t easy, it’s critical — especially if you hope to gain a seat at the table. Stakeholders want to know how training can benefit their teams’ performance and by measuring training effectiveness, you can give them the data they want. When measuring training, ensure to eliminate any opportunity for bias by asking clear questions. Lastly, use data when communicating with stakeholders about the benefit of training. This way everyone can speak the same language — data.
