(Way Beyond ROI)

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Let’s just be honest for a second, most L&D measurement? It’s garbage.

Yes, we track things. We collect data. We report on course completions, engagement rates, and maybe a few knowledge checks. But let’s be real… does any of that actually prove impact?

You could have a 98% completion rate and still not see a single change in performance. You could have perfect smiley sheet scores and still have employees going back to their desks doing everything the same way they always did.

And yet, that’s what many L&D teams report on.

Here’s the hard truth: business leaders don’t care how many courses you delivered. They don’t care that 85% of employees “liked” a session. They care about results.

And this is where a lot of us in L&D get stuck.

Some teams go all in on ROI—trying to reduce everything to a dollar-for-dollar return that doesn’t reflect the full picture. Others throw their hands up and say, “L&D is too intangible to measure.”

Neither works.

If we want to be seen as business-critical, we have to get smarter about how we measure and communicate the impact of our work. That means balancing business metrics with human outcomes—and learning how to speak a language that leadership understands.

If you’ve been following this series, you’ve already taken the first two steps:

• In Article 1, we covered why L&D must stop being seen as “nice-to-have” and start showing up as a strategic partner.
• In Article 2, we walked through how to align learning with business priorities using the L&D Satellite View.

Today, we’re tackling the next big challenge: how to measure L&D in a way that actually matters.

Let’s dive in.

If you would prefer to listen, here’s the podcast:

Why Most L&D Measurement Falls Flat

Let’s start with what doesn’t work.

For years, L&D has relied on surface-level metrics. Course completions. Participation rates. Post-training quizzes. Employee satisfaction scores.

And yes, these numbers are easy to collect. But they rarely tell us anything meaningful.

For example:

• If 95% of employees completed a leadership course, did they become better leaders?
• If a workshop was rated “engaging,” did anyone actually apply what they learned?
• If you rolled out a new onboarding experience, did it reduce turnover or speed up productivity?

These are the questions business leaders care about. And they’re the ones we too often ignore.

Worse still, we sometimes try to plug everything into an ROI model—trying to prove that for every $1 spent, the company gained $5 back. But not all learning works that way. Some of the most powerful L&D programs—like leadership development or culture change—don’t show results overnight. Their value builds over time.

This doesn’t mean we can’t measure impact. It just means we need a better approach.

The ROI Trap vs. Real L&D Impact

This is where many L&D professionals feel stuck.

On one hand, we know that learning has deep, lasting value. It helps people grow, become better leaders, and stay engaged in their work. That’s not always something you can chart in a spreadsheet.

But on the other hand, business leaders want numbers. They want data. They want to know that if they’re investing in L&D, they’re getting something back that supports the bottom line.

So we’re caught in the middle.

If we go too far into ROI math, we lose the heart of what makes L&D powerful. But if we avoid measurement altogether, we lose credibility.

The solution? Balance.

We need to:

• Speak the business language
• Tie learning to real performance outcomes
• Educate leadership on the long-term value of development

You’re not choosing between metrics or meaning. You’re doing both.

Aligning with Business KPIs (Using the L&D Satellite View)

So how do you do this in practice?

We start by applying the same approach we used in Article 2 with the L&D Satellite View, but this time, through the lens of measurement.

Step 1: Know the Business Priorities

Before you track anything, you need to know what your business is trying to achieve.

If you don’t already have clarity on your company’s top 3–5 strategic goals, that’s your starting point. You cannot measure impact if you don’t know what success looks like at the business level.

Ask yourself:

• What KPIs is leadership focused on right now?
• Is the company trying to grow revenue? Improve retention? Expand into new markets?
• What behaviors or skills are missing that are holding the business back?

When you start here, it becomes easier to position L&D as a solution to those challenges.

Step 2: Connect Learning to Business Outcomes

Once you know the business goals, the next step is drawing a clear line from your L&D initiatives to those goals.

Let’s say retention is a priority. You could connect your work like this:

“We’re investing in leadership development because managers play a critical role in retention. Our data shows employees are more likely to stay when they feel supported and coached.”

Or if revenue growth is the focus:

“We’re building a sales enablement pathway to improve product knowledge and increase conversion rates.”

See the difference?

You’re not just running programs. You’re solving problems the business cares about.

Step 3: Measure Both Short-Term and Long-Term Impact

Now comes the fun part, tracking results.

You don’t have to track everything. But you do need to choose the right data points. Think in two categories:

Short-Term Metrics (the ones business leaders expect):

• Productivity gains (faster processes, better results)
• Cost savings (upskilling vs. hiring)
• Risk reduction (fewer compliance incidents)

Long-Term Metrics (the ones that build credibility):

• Retention rates for program participants
• Internal promotions vs. external hires
• Employee engagement trends
• Customer satisfaction improvements

When you combine both, you show the full story. And that’s where your value becomes impossible to ignore.

5 Data Points You Can Start Using Today

If you’re not sure where to begin, here are five simple but powerful metrics that can help you prove the impact of learning:

1. Turnover Rates in Key Roles

Compare turnover before and after development programs. If leadership development is working, you should see stronger manager retention, and team retention as a result.

2. Internal Promotions vs. External Hires

Show how learning is building internal capability. If more roles are being filled from within, it’s a sign your programs are creating real growth.

3. Productivity Gains Post-Training

Whether it’s faster onboarding or improved sales performance, track the “before and after” to show efficiency gains.

4. Engagement Scores and Learning Participation

Engaged employees stay longer. If those participating in development programs report higher satisfaction or engagement, that’s a clear win.

5. Customer Satisfaction or NPS Improvements

Better-trained employees usually deliver better experiences. Look for reductions in customer complaints, improved satisfaction scores, or better service metrics tied to L&D efforts.

And the best part? Your company is probably already tracking this data. Your job is to connect the dots and bring it into the L&D conversation.

Want Help Putting This Into Action?

To make this even easier, I created a free mini-course called The Indispensable L&D Partner.

It walks you through:

• How to align learning with KPIs
• What to track and why
• How to talk about L&D impact in a way that gets leaders listening

📥 Grab the free course here and start proving your value, today.

Final Thoughts: L&D Deserves a Seat at the Table

You’re here because you care about the impact of your work. You’re not just building training—you’re building the future of your company.

But if we don’t prove that impact in a way the business understands, we’ll keep being overlooked.

This series is about changing that.

✅ If you missed Part 1, we covered the shift from support function to strategic driver.
✅ In Part 2, we broke down how to align learning with business priorities using the L&D Satellite View.
✅ And now in Part 3, you’ve got the tools to measure impact in a way that matters.

Next up: Episode 4
We’re diving into how to get leadership buy-in—not just once, but consistently. Because once you’ve aligned with the business and started tracking real results, the next step is making sure leadership sees you as essential.

Don’t miss it. Subscribe, turn on notifications, and let me know in the comments:

What’s your biggest challenge when it comes to proving the impact of L&D?

Let’s talk about it, because this isn’t just theory. This is your chance to lead.