Through engagement with L&D teams, I noticed that this is a misalignment between when their vision and what they measure.
They talk about creating value for the business by developing skills and performance aligned to the strategic business objectives.
When looking at learning solutions they focus on engagement metrics. How much time do learners spend inside learning? Have they completed and what were the knowledge scores?
After all, we know that 90 is forgotten after training.
I understand that these metrics demonstrate the usage of the technology and the effort to design the learning program.
These metrics are important to L&D as they feel it justifies the investment.
But these metrics are not important to the learners or the business.
There is a vested interest in the status quo as L&D need to report metrics and today this is what learning solution providers can supply.
Engagement metrics are a useful indicator of engagement during the learning cycle as they can highlight individual engagement and motivation and at a macro level if the learning program is engaging and relevant.
I challenge L&D to look beyond the engagement and knowledge scores post learning to measure how learning is impacting behavioural performance.
Which metrics do you believe to bring more value to the business?
1) 70% completion rate, 4 hours per learner on the learning program with an average 75% score.
2) Learners practiced and demonstrated 20% improvement in specific observable communication skills in real-life personal business scenarios.
The time has come to revisit the impact of L&D to drive measurable performance improvement.
It is time to challenge the learning solutions providers to focus on the outcome, not engagement metrics.
Which scenario do you think delivers greater business impact?