Measure Training Impact not Activity

When you need to prove to an executive team that the training you have delivered has had a positive impact on business results, do not simply show the activity numbers. Senior management will not be impressed by the number of butts in seats or the number of programs you have run unless you show how they lead directly to measurable improvement in the business.

Take advantage of what has been learned in the training measurement services arena in recent years. Yes, you will need to gather data from your learning management system to know who attended which programs. But, for budget planning at higher levels, you will need to gather proof of effectiveness.

Leverage available technology and methodologies to determine:

1. Skills: What skills were learned and how well
2. Adoption: If they were applied on the job and how frequently
3. Impact: What difference the newly practiced skills made on the metric you are trying to move

Only then can you draw a direct line to performance improvement and overall business impact. This is what your executives want to see when they plan for the future.