Although most business executives are aware of the fundamental benefits of corporate learning and development, it is crucial that they prove the value of training as accountable business partners. This article offers suggestions and methods for demonstrating the value of training in the workplace.

Why Is It Important to Show the Value of Training Programs?

The benefit of workplace learning is suggested and acknowledged in occupations like the armed services, numerous emergency services, and the medical field, where the outcomes of undertrained and unskilled individuals lead to high-stakes bad outcomes. These groups frequently and productively train. It is more challenging to prove the value of training and education in businesses when the effects of instruction are less obvious.

value of training

No matter how evident the outcomes, it’s imperative to convince a company of the benefits of training. Investing in education and training necessitates effort and money, but it should boost productivity and profitability in the long run. Business executives are reluctant to spend money on projects that cannot be proven to be profitable.

What Obstacles Do Companies Face While Proving the Value of Training?

The importance of education isn’t always obvious in jobs with smaller stakes. Finding a clear link between learning and income might be challenging at times.

Consider the training that took place amidst the COVID-19 outbreak. Many companies took advantage of the additional time workers discovered by stuffing it with instructions as business declined. Training managers were delighted to report longer training sessions (at times 2-3 times more as compared to earlier years).

It’s indeed tough for business executives to manage to legitimately rationalize the rise in training programs and hours without a strong correlation showing that the increased training produced more breakthroughs and other good business outcomes.

It might be challenging to directly link education’s impact on business revenue. Corporate leaders are reluctant to attribute learning to revenue decline because so many other factors are at play. On the contrary, many corporate leaders immediately step up their training when performance slips.

When proving the value of training, it might be challenging to access the necessary tech in addition to the relevant measurements. Furthermore, determining the success of training takes time and can occasionally be challenging.

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What Techniques Can You Use to Prove the Value of Training Programs?

1. Take a Look Back at What Training Means

value of training

Sounds improbable?

It’s the first and most important part of this undertaking, though. Too frequently, the purpose of the instruction is simply learning intake, leaving little room for the trainees to use this knowledge in the workplace so that there might be a visible change.

The definition of “training” should be as follows: It should signify that the workers have learned new material, practiced it, and applied it. Mentoring is essential to this technique because it provides feedback when new information is being practiced and applied.

2. Demonstrate and Develop

Although the trainee is the cornerstone of a learning program’s effectiveness, starting points are sometimes the only organizational requirements for instruction rather than those that are in line with learner needs, requests, and aspirations.

Employees want the same kinds of versatility in the occupational learning environment as they do in their own time and manner of working. The reality is that every learner is distinct and processes information differently.

However, companies frequently overlook the demands of their learners when focusing solely on “training” as a desirable result. L&D managers can:

  • Make use of learners’ previous experiences
  • Recognize how they choose to learn, then deliver the most efficient training by keeping learners’ preferences and requirements in mind

3. Look From the Perspective of the Learner

value of training

In fact, when training meets learner requirements and preferences, such as short, appropriate information that is action-oriented, it becomes far more successful and has a greater impact. L&D managers can:

  • Take routes that are pertinent (ideally customized) and fit employees’ professional goals
  • Check if there is room for improvement in their workflow
  • Employ pull versus push in terms of learning resources and tools

Make sure you have plans to assess L&D KPIs and performance measurement systems. It may be difficult to monitor and assess training and business impact value without integrating L&D measurements and key metrics.

The L&D department and the organization must work closely together to define the characteristics that could be used to determine the effect on the company.

Remember that effective L&D programs integrate company tactics and strategies with employee performance goals. Basic L&D measures, such as usage or response scores, may make training appear successful, but only real KPIs pinpoint results that can be implemented.

It must also be ensured that L&D programs complement and drive important corporate strategies and tactics by evaluating them against the proper KPIs.

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4. Determine Pertinent and Objectively Measurable Metrics

value of training intervention in an organisation

Utilize L&D knowledge to tell key business partners about the partnership in an attempt to achieve the proper metrics.

  • Recognize the KPIs that matter to business executives
  • Focus on measures that can be measured objectively
  • Identify the importance of evaluating the success of a program
  • Even if the findings are disappointing, report the outcomes accurately

To determine the effect of instruction on the organization and to establish the appropriate KPIs, measure the business measurements and KPIs.

  • Verify if the training can assist in resolving business issues
  • Link the business strategy and the L&D programs
  • Establish KPIs that correspond to outcomes that matter most to corporate executives

You can successfully demonstrate how training has affected business KPIs by following several best practices, such as:

  • Before creating the training programs, determine the KPIs
  • Verify the availability and validity of the KPI statistics
  • Make sure learning KPIs are quantifiable and avoid using KPIs that cannot be evaluated (not subjective)
  • Employ leading KPIs to revise and gain a better understanding or apply evaluations in the initial stages of L&D programs
  • Following a few weeks of training, start using lagging KPIs, which should measure improved customer happiness or increased sales
  • Don’t disregard unfavorable outcomes
  • Let the lagging instructional KPIs stabilize before measuring them

5 Tactics That Will Help You Maintain the Value of Training and, More Importantly, Increase It

value of training employees

Set the Proper Foundation with an Emphasis on L&D, User Performance Improvement, and Key Metrics

  • Pay special attention to finding L&D and business metrics during the training needs analysis (TNA) phase
  • Pay special attention to identifying L&D and learner productivity gain indicators during the learner needs analysis (LNA) stage
  • Determine strategies to maintain and increase the impact

Select the Appropriate Evaluation Model to Gauge the Impact on the Business

Choosing the appropriate evaluation model or approach is crucial for assessing the value of training. The proper evaluation, model, or approach aids in providing clarity on:

  • The variables being assessed
  • The method of measurement
  • How the assessment results will be handled

Spot-check Frequently and Highlight the Benefit to the Company

  • Assess the training’s effect on the company after it has been delivered and completed by the students
  • Compile and examine the impact data using the assessment methodology for the performance measures
  • It is crucial to demonstrate this benefit to the company, and you can restructure or modify your strategy in light of the analysis

Operate With a Comprehensive Approach to Motivate Employee Productivity and Behavioral Modification

Implement an ecosystem-based strategy to:

  • Inspire and involve the students
  • Offer techniques that encourage memorable educational experiences
  • Provide practice areas for enhancing one’s proficiency in a specific topic
  • Put what you’ve learned to use
  • Make learning more effective to counteract the “Forgetting Curve
  • Inspire and spark a change in behavior
  • Maintain ongoing connections (after the training has been completed successfully)

Sustain and Maximize the Business Impact

Through strategies like:

  • Social learning
  • Communities of practicing excellence
  • Promote a sense of ongoing learning
  • Learning with self-direction
  • Curated content to encourage repeat visits from learners.
  • An inclusive strategy that promotes engagement via user-generated content (UGC)

Key Models to Measure the Value of Training

value of training

Staff training has become increasingly crucial as economies continue to undergo significant changes and adjust to evolving workplaces. In the upcoming years, sustaining a competitive edge will depend heavily on a company’s capacity to train and reskill its workforce properly. Organizations that are unable or incapable of investing in staff training will serve as stepping stones for companies that dedicate themselves to successful employee training initiatives.

How Do You Start?

The assessment of its programs is among the most crucial factors in determining how the value of training and development affect employee performance and how training and development affect organizational performance.

However, training evaluation is frequently done in the following order:

  • Following the implementation of a training solution
  • Starting at the bottom and focusing on the influence on employee productivity, then the organization
  • Deciding what to do about the evaluation’s findings

However, approaching the assessment of the value of training and development programs in the reverse sequence will yield the best results.

As a result, executives should debate and come to an agreement on how to use the data before even doing a Training Needs Analysis (TNA) as the initial step in evaluating the value of training solutions.

The best way to use this information is to refine training solutions through iteration, resulting in extremely effective programs. Before analysis, planning, and execution, action commitment is essential. Organizational leaders ought to reflect on these issues:

  • How will the data be used?
  • Will the effort and time required to change training programs be motivated by data interpretation?
  • Is the goal to simply announce outcomes or to actually put those ideas into action?

The management team must have bravery, transparency, and integrity in order to take such action, including asking and responding to the questions.

Determining the importance of assessment for training courses and the required level of effort is equally crucial. It might not be worth all the effort to analyze instruction for small programs if the benefit is acknowledged to be minimal. However, the effectiveness of initiatives that use modest to significant amounts of resources should be assessed.

The LTEM, or the Learning-Transfer Evaluation Model LTEM, is an eight-tiered evaluation method that includes the following components: attendance, activity, learner perceptions, knowledge, decision-making ability, task competency, transfer, and effects of transfer. According to this paradigm, the first stages (Attendance and Activity) are the basis for all higher tiers but do not offer sufficient information to assess efficacy.

Kaufman’s five stages of examination proposed, Input and Process, Acquisition, Application, Organizational Output, and Societal Outcomes, are the first four tiers of this concept. These training metrics cover a range of quantifiable outcomes, from the trainees’ perceptions of how effective the course materials were (Input and Process) to the training’s effects on organizations (Societal Outcomes).

The success case technique gauges how effectively a company uses training rather than concentrating on the success rates of particular training programs. It makes an effort to take into account external elements that could affect productivity and business outcomes.

Which Model of Training Evaluation Would be Suitable?

To gauge the success and value of training, you can choose from various training assessment methodologies. A few popular models are briefly summarised in the list below.

The CIPP model (Context, Input, Process, and Product Evaluation) assesses:

  • (1) context, input, process, and product effects
  • (2) sustainability
  • (3) effectiveness
  • (4) transportability

This iterative model is applied before, not after, a training solution.

Kirkpatrick’s levels of assessment

This approach may be the most widely used and is the foundation for many others. Its taxonomy evaluates a learner’s response, information retention, behavioral changes, and business effect.

Numerous businesses employ various methods, sometimes changing them to suit their requirements. Because they have been tried and tested throughout time, using tested models to display the value of training is beneficial.

See what Brandon Hall Group has to say about each strategy’s success in the accompanying insights. It’s noteworthy to observe that 44% of businesses employ a unique model they have designed.


Among the most crucial components of a successful business is training. Even though the usefulness of training is assumed, measuring and proving it will raise the caliber of learning in any business.

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