L&D teams often report metrics like course completion rates that indicate activity but do not reflect real business impact. While the use of dashboards and analytics tools is widespread, many teams still struggle to correlate their data with performance improvements. Leadership is more interested in understanding whether initiatives have improved business outcomes rather than simply measuring activity. For L&D to be recognized as strategic partners, they must adopt business-centered metrics that show how initiatives address business problems and contribute to overall success.
Many L&D teams still report data that tells how much was delivered rather than what changed. Metrics like completions and learner satisfaction rarely correlate with performance.
To be seen as a strategic partner, L&D must measure whether their work solves business problems. This requires shifting from learning-centered to business-centered metrics.
Easy metrics can feel objective and allow L&D to show impact quickly, but they provide an incomplete story, making real impact evaluation difficult.
Only metrics like faster time to competence for new hires or savings from operational errors inform leadership about initiative improvements in the business.
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