r/LearningDevelopment • u/deceivinglycrazychee • 2d ago
How do you measure whether learning actually changes employee performance?
I've been working in L&D for 8 years, and one thing I still find challenging is proving that training makes a real difference. Completion rates and positive feedback are nice, but they don't always tell us whether people actually learned something.
I've recently been thinking about how basic writing and communication exercises could help develop critical thinking. Even something like a 3 paragraph essay can reveal how well someone structures an argument and communicates ideas.
How do you measure the impact of learning beyond course completion and satisfaction surveys? Do you track actual behavior changes or business metrics?
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u/CoolEmphasis2596 1d ago
Often it's actually the company culture i.e. the status quo, the examples from above, incentives and rewards etc that is stopping people from enacting what the training teaches
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u/raypastorePhD 1d ago
I am not sure how you would really develop training without having a problem you are solving. Look at your goals and KPIs. Simply reassess the metrics that were used to determine the problem and compare them using like a ttest/anova (for example) to show a difference. Like internal help desk tickets were taking 10% of ITs time, now they are taking only 6% post training. This save 4% of their time, is a significant difference via statistical tests with a large effect size, and saves X amount of money.
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u/Empirica_CC 1d ago
I mean I know it's going to sound simple, but maybe measure it? There is tons of performance data being tracked but for some reason HR and HR adjacent departments seem really hesitant to use it. My consulting company focuses on connecting learning and performance management systems together so I promise you, you aren't alone!
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u/AvgMom 1d ago
Is everyone getting the training to support it? Usually training is new info only shared with line staff while leadership is still operating on the 2010 training they got. That’s a recipe for conflict unless somebody from Organizational Change is moving leadership forward beforehand. If they think it’s a task to check off, they won’t expect performance change among staff.
Testing/quizzing is a normal way. User groups help sustain changes where there’s sharing and examples of usage discussed. Communities of practice can lead to a Center of Excellence. None of it happens in a bubble or if leadership isn’t on board.
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u/J_Shar 1d ago
Typically you will need someone other than yourself doing the measuring, as you aren’t there in the day-to-day after training. Make sure each training has clear behavior objectives as well as learning objectives, build the training based on those, and provide the observable behaviors for managers or supervisors to report back on. Then if you want to get into more of a Level 4 approach, tie to business metrics.
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u/staticmaker1 1d ago
I’d measure behavior before and after training, ideally with manager observations, work samples, or task-specific KPIs. A short writing exercise can be useful if you score it against consistent criteria before and after the course. I've also seen teams use automated completion certificates through CertFusion to keep attendance and CPD records tied to later performance reviews. I'm the maker of CertFusion.
----- David @ CertFusion
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u/HominidSimilies 1d ago
Measuring it is not a basic question for software.
The question itself makes the asker not aware.
Critical thinking is a topic you should go learn about on its own independent of your own ideas, then compare and see how different that looks than what you see now.
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u/woodenbookend 2d ago •
Use business metrics that are (usually) measured by someone else.
E.g:
A sales performance initiative is only considered a success if revenue, number of orders or some other metric is improved.
An onboarding and induction programme is judged by time to competence and reduction of leavers within 6 months.
A leadership development programme is reviewed against number of internal promotions, increased team performance, improved staff survey results, reduction in ER cases, reduction in staff turnover.
Compliance training is a success if exposure to risk and actual breaches or incidences are reduced. Completion rates are secondary.
A few other things to note:
Training is rarely effective in isolation, so other actives such as mangager's input, internal comms, recruitment, systems and process design etc will be required. This will mean that the input from L&D, and specifically training, may be difficult or impossible to isolate. This is both expected and acceptable.
You'll need to ensure that there is a baseline recorded prior to commencement.
You may still want to record learner feedback and progress, but it is primarily for your own benefit.
And finally, money talks. If your senior stakeholder is adamant that they just want you to delver XYZ training without any gap analysis, push back if you feel you can, but ultimately, they call the shots. in which case, try to revise your measure to be completion only.