In the rapidly evolving landscape of Learning and Development (L&D), measuring the impact of learning initiatives is more crucial than ever. As organizations invest heavily in training programs, the question arises: Are we measuring our learning impact correctly? This was the central theme of a recent episode of the Digital Adoption Show, where host Akanksha Singh, Senior Manager at Whatfix, sat down with Dr. Alaina Szlachta, a distinguished learning architect with over 15 years of experience in the knowledge industry.

Dr. Szlachta’s approach to learning is transformative. She believes that learning should go beyond mere information sharing and should be a powerful tool for real change within organizations. Throughout her impressive career, Alaina has held various roles including adjunct professor, corporate trainer, curriculum writer, instructional designer, and program manager. Her experience gives her a unique perspective on how to effectively measure learning impact—a topic that is both complex and often misunderstood.

The Importance of Measuring Learning Impact Correctly

The conversation began with Alaina addressing some of the common misconceptions about measuring learning programs. One of the biggest misunderstandings, she explained, is the overemphasis on learning objectives rather than focusing on business, organizational, or performance objectives.

“Many organizations get stuck measuring things like completion rates, satisfaction scores, and whether the learning program was effective in a narrow sense,” Alaina explained. “But these metrics don’t tell the whole story. The real question should be: What do we want this learning to do for the organization and its people? How does it contribute to our business goals?”

Alaina emphasized that while it’s important to know that participants are completing courses and that they are satisfied with the content, these are merely starting points. The true measure of success lies in the impact on behavior change and, ultimately, business outcomes. She cautioned against getting too caught up in ROI as the sole metric of success, noting that ROI, while important, does not always give a full picture of whether the learning initiatives are achieving their intended goals.

Asking the Right Questions

To help organizations better measure their learning initiatives, Alaina suggested a strategic approach grounded in three essential questions:

1. What is the change we expect to see after the program?
   This question prompts organizations to think beyond the immediate outcomes of the learning experience and consider the broader changes they hope to see in their employees’ behavior and performance.
2. What problem is this initiative meant to solve?
   Understanding the specific problem that a training program is designed to address is crucial. This clarity helps in identifying relevant metrics that can be tracked to assess the program’s effectiveness.
3. What does the desired performance look like operationally?
   By visualizing what successful performance looks like, organizations can develop more precise metrics to measure whether the learning initiative is leading to the desired outcomes.

Alaina provided a concrete example to illustrate how these questions can guide the measurement process. She discussed a time-blocking initiative designed to help employees manage their time more effectively. The desired change was increased productivity and clarity on weekly goals. The problem was that employees were experiencing burnout due to poor time management. The operational performance involved not just blocking time on calendars, but also taking steps to ensure those blocks were respected—such as informing colleagues and turning off notifications during focused work periods.

By operationalizing the behavior that the training was meant to instill, the organization was able to develop specific measures to track progress and success.

The Role of Metrics and Tools in Measurement

When asked about the role of tools and technologies in tracking and analyzing learning impact, Alaina emphasized that while tools are important, the real value comes from selecting the right metrics. Vanity metrics like completion rates and satisfaction scores are easy to measure but often do not provide meaningful insights into whether a program is truly effective.

Alaina suggested that organizations should focus on metrics that align with the changes they want to see in their employees and the problems they want to solve. For example, in the time-blocking initiative, the organization might measure not just whether employees are blocking time on their calendars, but also whether they are actually following through on those time blocks and whether they are experiencing less stress and greater productivity as a result.

She also highlighted the importance of building measurement into the flow of learning itself. By collecting data throughout the learning process, organizations can make real-time adjustments to improve outcomes. This approach allows for a more dynamic and responsive measurement strategy that goes beyond the traditional post-training evaluation.

The Reality of Measuring Learning Impact

Not all training programs are created equal, and not all are easily measurable. However, Alaina argues that every training initiative should be measured to some extent. The key is to match the measurement strategy to the program’s goals and resources. For instance, a compliance training program might only require basic completion tracking, while a leadership development program might necessitate more in-depth assessments of behavior change and impact on team performance.

Alaina also dispelled the notion that measurement is synonymous with sophisticated ROI calculations. Measurement can take many forms, from simple surveys to more complex psychometric assessments or observational studies. The goal is to gather data that provides insights into whether the training is achieving its intended outcomes and how it can be improved.

Success Stories in Measuring Learning Impact

One of the highlights of the discussion was when Alaina shared a success story from her own experience. She recounted a program designed to train new managers in delegation—a critical skill that many struggle with after being promoted from individual contributor roles. The program focused on teaching managers not just the mechanics of delegation, but also how to identify when delegation was necessary and how to set their teams up for success.

The program was piloted with a small group of managers, and the measurement strategy was built into the learning process. Over the course of the four-week program, the managers were asked to assess their stress levels, the number of hours they were working, and the proportion of their work that was strategic versus individual contributor tasks. They also evaluated their own performance in delegation activities.

The results were telling. While the managers did not reduce the number of hours they worked, they reported feeling more optimistic about their roles, had greater clarity on their priorities, and were able to delegate more effectively. The program was deemed a success, not because it reduced working hours, but because it achieved its primary goals of improving managers’ delegation skills and increasing their focus on strategic tasks.

This example underscores the importance of setting realistic expectations and being open to unexpected outcomes. It also highlights the value of collecting data throughout the learning process to identify what is working and where improvements can be made.

Developing a Data-Driven Mindset

For organizations looking to improve their measurement strategies, Alaina recommends cultivating a data-driven mindset. This means making decisions based on data rather than intuition or anecdotal evidence. She suggests that organizations start by assessing whether they have the data they need to make informed decisions. If not, they should focus on building the systems and processes necessary to collect and analyze relevant data.

A data-driven mindset also involves being flexible and responsive. As Alaina noted, there is no one-size-fits-all approach to measurement. The strategy should be tailored to the specific goals of the training program and the needs of the organization. By continuously collecting and analyzing data, organizations can make informed decisions about how to allocate resources, improve programs, and achieve better outcomes.

Conclusion: The Path Forward in Measuring Learning Impact

The conversation with Dr. Alaina Szlachta provided a wealth of insights into the complexities of measuring learning impact. It’s clear that traditional metrics like completion rates and satisfaction scores, while useful, are not sufficient to fully understand the effectiveness of learning initiatives. Organizations need to go deeper, asking the right questions, selecting the right metrics, and using data to drive decisions.

By adopting a more nuanced and multi-faceted approach to measurement, organizations can ensure that their learning programs are not just check-the-box exercises, but powerful tools for driving real change. Whether it’s improving productivity, increasing employee engagement, or achieving strategic business goals, the right measurement strategy can make all the difference.

In the end, effective measurement is about more than just numbers—it’s about understanding the impact of learning on people and organizations and using that understanding to continually improve and evolve. As L&D continues to play a critical role in the success of organizations, the ability to measure impact correctly will be essential to ensuring that learning initiatives deliver the value they promise.