Brown Leadership recently hosted an exclusive executive roundtable discussion on “L&D by the Numbers: Leveraging Data for Smarter Talent Development.” This article shares key insights from senior learning leaders on how to effectively measure and communicate the impact of learning initiatives.
Despite the growing emphasis on data-driven decision-making across business functions, learning and development often lags behind. According to research shared during our recent executive roundtable:
42% of companies aren’t using workforce analytics at all (SHRM.org)
95% of L&D organizations do not excel at using data to align learning with business outcomes (Deloitte)
“Measurement is the first step that leads to control and eventually to improvement,” notes management expert H. James Harrington. “If you can’t measure something, you can’t understand it. If you can’t understand it, you can’t control it. If you can’t control it, you can’t improve it.”
So why do so many L&D teams struggle with measurement? Our panel of senior learning leaders identified several common challenges:
Despite these challenges, our roundtable participants shared powerful strategies that have helped them build more data-driven learning functions. Here are eight best practices that emerged from our discussion:
1. Start with Business Alignment
The foundation of effective L&D measurement is ensuring learning objectives directly tie to business priorities.
Successful organizations are conducting annual organizational needs assessments, implementing HR business partner listening tours, and working backward from core competency frameworks to design targeted learning that addresses clear business needs.
Several participants emphasized the value of identifying objectives for all learning programs and ensuring they connect directly to business goals and growth opportunities across different departments.
2. Implement Pre/Post Measurement
To demonstrate impact, establish baseline measurements before training begins. Pre and post assessments help quantify knowledge or confidence gains and provide compelling evidence of program effectiveness.
Many roundtable participants highlighted the value of measuring not just knowledge but confidence levels before and after learning experiences. This approach has helped them tell a more compelling story about the impact of their programs.
3. Build Measurement into the Learning Experience
One simple but effective practice is allocating dedicated time during learning sessions for evaluation and feedback. This dramatically improves response rates and data quality.
Rather than sending follow-up surveys that often go unanswered, successful organizations are building 5-10 minutes of protected survey time at the end of training sessions. This approach has led to near-complete survey participation in many cases, significantly improving the quality of data collected.
4. Focus on Impact Metrics Over Activity Metrics
While completion rates and satisfaction scores are important, they don’t tell the full story. Leading organizations are moving beyond activity metrics to measure behavior change and business impact.
The most valuable metrics include:
Our roundtable participants emphasized the importance of moving beyond simply asking “How did you feel?” or “What did you learn?” toward measuring actual behavioral changes that can be observed and quantified.
5. Create Regular Data Reports
Develop quarterly or annual reports that tell the story of L&D impact in a compelling, visual way. These reports should highlight connections between learning initiatives and business outcomes.
Several participants described success with implementing regular reporting cadences that make L&D impact visible to stakeholders. These reports help leaders see the ongoing value of learning investments and build continued support for development initiatives.
Another effective approach mentioned was incorporating relevant internal data in the opening slides of training sessions to demonstrate the business case for the learning before it even begins.
6. Establish Dedicated Learning Time
A persistent challenge in many organizations is making time for learning. One innovative approach shared during our roundtable is implementing quarterly “Learning Days.”
In this model, the entire company calendar is blocked for one day each quarter, with no meetings allowed. Employees are given protected time to focus exclusively on development activities of their choice. Organizations implementing this approach have seen significant increases in engagement with learning resources.
For non-office employees, successful organizations are finding ways to build learning time into the regular work schedule rather than expecting it to happen outside of work hours.
7. Leverage AI for Efficiency
Several organizations represented at our roundtable are exploring AI tools to help analyze and interpret learning data more efficiently. Examples include:
Custom large language models to analyze culture survey data
AI-driven skill assessments to personalize training programs
Technology solutions that can summarize feedback and generate recommendations
These tools are helping L&D teams gain deeper insights from their data without requiring extensive analytics expertise.
8. Involve HR Business Partners
Creating strong partnerships with HR business partners is essential for understanding business needs and translating them into effective learning solutions.
Successful organizations conduct regular listening tours with HR business partners to identify skill gaps and opportunities, ensuring L&D initiatives are addressing the most pressing needs of the business.
The Path Forward
What emerged clearly from our discussion is that successful L&D data strategies require deliberate alignment with business objectives, consistent measurement methodologies, and compelling communication of impact. As learning professionals continue to advocate for resources and demonstrate ROI, the ability to tell a compelling story with data will become increasingly valuable.
The path forward involves not only improving our measurement practices but also embracing new technologies like AI to gain deeper insights, while ensuring we’re addressing the needs of all employees—from corporate offices to manufacturing floors.
The Brown Leadership Executive Roundtable Series brings together senior learning and development leaders for exclusive, invitation-only discussions on critical trends shaping talent development.
If you’re a VP, Director, or senior leader in Learning & Development, Talent Development, or Organizational Development, we invite you to request an invitation to our upcoming sessions. Participants gain access to:
