L&D Needs to Get Out of Its Measurement Comfort Zone
- MME
- May 8
- 2 min read
It’s no longer a breakthrough idea to state that the Learning & Development function must better align with business objectives – this expectation is now a given. Learning and talent leaders have an increasing need to CLEARLY differentiate their organizational value in response to a myriad of challenges, including:
Intensified competition for attracting and retaining key talent
Widening skill gaps in the workforce
Pressure to do more with less, including tighter budgets and leaner teams
Yet here we are – many teams and practitioners I speak with remain tethered to traditional metrics, missing key opportunities to form stronger connections to practical business outcomes that can enable real decision making. Instead of relying solely on traditional learning effectiveness models, there is an opportunity to expand into wider talent intelligence and insights to build stronger strategic business acumen and visibility.
Exploring Broader Talent Intelligence
Consider the following examples of how shifting the focus toward interrelated data insights and signals can provide both short-term and long-term opportunities:
These previously unattainable but now readily available workforce analytics can enable L&D to uncover unique skill demand trends and training gaps that may not have been previously understood through typical learning metrics.
Partnering with Talent and HR Communities
The ownership of these broader data sources often exists within talent and HR functions, reinforcing the need for stronger cross-functional partnerships. Engaging with extended talent stakeholders and their data owners can often lead to complimentary insights, as they generally conduct their own analyses related to workforce performance, career development, and employee engagement.
Taking Action: Start Small, Scale Strategically
You don’t have to overhaul your entire measurement approach overnight. Here’s a few reasonable ways to get started:
Uncover opportunities of least resistance: Identify the most readily available talent data source(s) in your organization and consider its potential fit for purpose within your learning strategy.
Build cross-functional relationships: Take the initiative to reach out to internal HR and talent groups to build advocacy for data analysis and collaboration to better solve overlapping business problems.
Create a foundation of curiosity: Evaluate and experiment with a small, targeted set of metrics and insights that align with business challenges to complement your long-term L&D planning and roadmap.
By taking these steps, learning leaders can evolve beyond static measurement approaches and position L&D as a key driver of business success.
Strike a Balance: Combining the Old with the New
The Bottom line is this: I’m not at all suggesting abandoning core learning measurement practices that serve its purpose. But it’s important to consider how “dipping your toe in the water” with wider talent insights can better position your L&D function’s value framework for the future.
