Learning and Development success measurement has shifted from traditional indicators like completion rates to demonstrating clear business impact. CEOs expect L&D to contribute to revenue growth, productivity, risk reduction, and talent retention. In a landscape of resource allocation decisions, showcasing ROI from learning programs has become essential to justify investments and signal resilience. Evolving measurement frameworks to assess learning transfer, and linking training to performance outcomes are critical for L&D leaders aiming to address these executive demands effectively.
Traditional learning KPIs such as completion rates and learner satisfaction provide useful feedback, but they don't prove business value. To meet CEO expectations, L&D leaders must evolve measurement along three dimensions.
Executives view L&D not as an isolated function, but as a lever for competitiveness, wanting evidence that learning programs contribute to revenue growth, productivity gains, and innovation pipelines.
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