Evaluating External Training Providers

Ever felt that post-workshop high? But you wonder if it translates to lasting change? Here's a 5 step process for real impact We've been there. You finish a workshop. Everyone leaves buzzing. Your feedback scores are through the roof. But was it... A "sugar rush" or "nutrient rich" experience? In the 21 years of running sessions in different contexts, I've realised there is a way to deliver energising workshops AND provide lasting value. → 𝗦𝘂𝗴𝗮𝗿 𝗥𝘂𝘀𝗵 𝗪𝗼𝗿𝗸𝘀𝗵𝗼𝗽𝘀 Participants leave excited. High feedback scores. Temporary motivation. No real change in behaviour. → 𝗡𝘂𝘁𝗿𝗶𝗲𝗻𝘁 𝗥𝗶𝗰𝗵 𝗖𝗼𝗻𝘀𝘂𝗹𝘁𝗮𝗻𝗰𝗶𝗲𝘀 Participants leave with a plan. Lower immediate excitement (perhaps). Content is processed. Lasting behaviour change. We want to the latter. And here's how: 1️⃣ SET THE CONTEXT ↳ Uncover challenges and hopes ahead of time. Meet people where they're at to unfold what happens next. 2️⃣ ENGAGE DEEPLY ↳ Ensure participants are not just passive listeners. Design for interactivity and cater of different styles 3️⃣ PLAN FOR ACTION ↳ Help them develop a concrete plan to implement what they've learned. Conduct debriefs. Give an action plan. 4️⃣ FOLLOW UP ↳ Provide post-workshop support and resources. Pre-design with the sponsor even if you're not involved in the implementation. 5️⃣ MEASURE IMPACT ↳ Go beyond feedback forms. Capture a baseline, collect evidence in sessions & track outcomes over time. Remember, the true measure of success is not how high your feedback scores are. It's the lasting impact you have on your participants. Let's move away from sugar-rush workshops and towards nutrient-rich consultancies. ~~ ✍️ What do you do to ensure your workshops have a lasting impact? ♻️ Reshare if you found this useful

One of the biggest frustrations I hear from L&D managers is this: “We know we’re making a difference but we can’t prove it in a way the business actually cares about.” Thing is, most L&D teams don’t have a measurement problem. They have a focus problem. Too many teams still spend their time reporting metrics that mean nothing to performance: completions, attendance, satisfaction scores. These are admin stats, not impact stats. If you want to show that learning drives performance, you need to measure what matters. Start with behaviour change.... If people aren’t doing anything differently after the training, nothing has improved. It’s that simple. You can see it through quick spot interviews, manager observations, or checking how people apply the skills on the job. Behaviour is the first real indicator of transfer. Next is manager validation... Managers see performance daily. If they can’t see a shift, it hasn’t happened. A short post-training check-in with them will tell you far more than an LMS ever will. Then look at business KPIs... Learning only has value when it moves an operational metric like fewer errors, better customer scores, reduced turnaround time, higher sales conversions. Link every programme to one KPI and report back in business terms, not learning terms. Don’t forget before-and-after performance... Baseline data is the difference between “we think it worked” and “here’s the proof it worked.” A 30- or 90-day comparison is often all you need. Two underrated areas: retention and internal mobility... People stay longer and progress more when they feel they’re developing. Yet most L&D teams never claim credit for this, even though it’s one of the most valuable outcomes they create. Then there’s skills data... The backbone of capability building. If the right skills are growing in the right parts of the business, your learning strategy is working. And finally, the most overlooked: cost avoidance. Sometimes the biggest ROI isn’t extra revenue but what you didn’t have to spend like fewer mistakes, less rework, reduced churn. These numbers often tell the strongest story in the boardroom. If you focus on these areas, you won’t just “deliver training.” You’ll demonstrate performance improvement, the only outcome that really matters! --------------- Follow me at Sean McPheat for more L&D content and and then hit the 🔔 button to stay updated on my future posts. ♻️ Repost to help others in your network.

How do we measure beyond attendance and satisfaction? This question lands in my inbox weekly. Here's a formula that makes it simple. You're already tracking the basics—attendance, completion, satisfaction scores. But you know there's more to your impact story. The question isn't WHETHER you're making a difference. It's HOW to capture the full picture of your influence. In my many years as a measurement practitioner I've found that measurement becomes intuitive when you have the right formula. Just like calculating area (length × width) or velocity (distance/time), we can leverage many different formulas to calculate learning outcomes. It's simply a matter of finding the one that fits your needs. For those of us who are trying to figure out where to begin, measuring more than just the basics, here's my suggestion: Start by articulating your realistic influence. The immediate influence of investments in training and learning show up in people—specifically changes in their attitudes and behaviors. Not just their knowledge. Your training intake process already contains the measurement gold you're looking for. When someone requests training, the problem they're trying to solve reveals exactly what you should be measuring. The simple shift: Instead of starting with goals or learning objectives, start by clarifying: "What problem are we solving for our target audience through training?" These data points help us to craft a realistic influence statement: "Our [training topic] will help [target audience] to [solve specific problem]." What this unlocks: Clear metrics around the attitudes and behaviors that solve that problem—measured before, during, and after your program. You're not just delivering training. You're solving performance problems. And now you can prove it. I've mapped out three different intake protocols based on your stakeholder relationships, plus the exact questions that help reveal your measurement opportunities. Check it out in the latest edition of The Weekly Measure: https://lnkd.in/gDVjqVzM #learninganddevelopment #trainingstrategy #measurementstrategy

[EN] Ways to measure the success of your training and prove impact: In years of experience in the L&D market and being an L&D mentor at the L&D SHAKERS community, I’ve faced different situations where mentees come to me for help in thinking about how to “prove that their training programs really work.” Today, I decided to share a little about it and maybe help more L&D fellows. ♥️ The truth is that there isn't a simple answer (like everything in life haha), but there are some ways to do it better. Below are some insights (hope they help you): 👉 Planning the measurement method is part of training design Often forgotten but always necessary. Your L&D solution isn’t ready to launch if you don’t know which indicators, success metrics, and measurement methods you’ll use. Believe me: if you only think about it in the middle of the training program or session, it will be harder to prove success and results! 👉Tracking the experience: NPS/CSAT/Feedback survey The top method and easiest way to measure. There are no tricks here. Make sure all participants receive an NPS/CSAT/Feedback survey at the end of the session. The recommendation is: be simple! Ask 1 to 3 closed questions plus an optional comment box. The number of responses is highly dependent on the size of the form. Fewer questions = More answers = More data reliability 👉Tracking behavior change: Assessments My fav, especially in the case of training programs (not too good for workshops or one-session training). The idea is to track some participants’ behaviors before the training and sometime after the training (weeks to months) using a survey where you can identify how learners act and think about certain issues. In general, “Likert-type” questions are the best. The difference between the first assessment and the final one will help you understand where your training program helps. An extra option is to use a 180º or 360º assessment, where coworkers, stakeholders, and/or direct reports receive the same assessment to answer about the participant’s behaviors. 👉Tracking incidental results: Business changes Let’s face it: proving that a training program changes a business metric is a dream but hard to achieve. But with time and attention, in some cases (especially in more technical training), this can be possible. To make it happen, try to map all the impacts that your training program can cause. Which aspects of leadership can change? How has the client's NPS improved after the CSM team completed the training program? After mapping the possible impacts, call on some coworkers from the business/growth/data areas to help you track these results during the training period. So, there are countless ways to explore this topic, and this really deserves an exploratory article (soon). But until then, I’d recommend you check out some experts in HR data and training measurement: 📌 Dr. Alaina Szlachta 📌 David Green 🇺🇦 📌 Kirkpatrick Partners, LLC

5,800 course completions in 30 days 🥳 Amazing! But... What does that even mean? Did anyone actually learn anything? As an instructional designer, part of your role SHOULD be measuring impact. Did the learning solution you built matter? Did it help someone do their job better, quicker, with more efficiency, empathy, and enthusiasm? In this L&D world, there's endless talk about measuring success. Some say it's impossible... It's not. Enter the Impact Quadrant. With measureable data + time, you CAN track the success of your initiatives. But you've got to have a process in place to do it. Here are some ideas: 1. Quick Wins (Short-Term + Quantitative) → “Immediate Data Wins” How to track: ➡️ Course completion rates ➡️ Pre/post-test scores ➡️ Training attendance records ➡️ Immediate survey ratings (e.g., “Was this training helpful?”) 📣 Why it matters: Provides fast, measurable proof that the initiative is working. 2. Big Wins (Long-Term + Quantitative) → “Sustained Success” How to track: ➡️ Retention rates of trained employees via follow-up knowledge checks ➡️ Compliance scores over time ➡️ Reduction in errors/incidents ➡️ Job performance metrics (e.g., productivity increase, customer satisfaction) 📣 Why it matters: Demonstrates lasting impact with hard data. 3. Early Signals (Short-Term + Qualitative) → “Small Signs of Change” How to track: ➡️ Learner feedback (open-ended survey responses) ➡️ Documented manager observations ➡️ Engagement levels in discussions or forums ➡️ Behavioral changes noticed soon after training 📣 Why it matters: Captures immediate, anecdotal evidence of success. 4. Cultural Shift (Long-Term + Qualitative) → “Lasting Change” Tracking Methods: ➡️ Long-term learner sentiment surveys ➡️ Leadership feedback on workplace culture shifts ➡️ Self-reported confidence and behavior changes ➡️ Adoption of continuous learning mindset (e.g., employees seeking more training) 📣 Why it matters: Proves deep, lasting change that numbers alone can’t capture. If you’re only tracking one type of impact, you’re leaving insights—and results—on the table. The best instructional design hits all four quadrants: quick wins, sustained success, early signals, and lasting change. Which ones are you measuring? #PerformanceImprovement #InstructionalDesign #Data #Science #DataScience #LearningandDevelopment

ROI in talent development is a white whale. You know how valuable training is, but translating that into a sellable narrative to your CFO is the tough part. Quantifying soft skills has historically been near impossible. The way most companies try to track ROI – if they try at all – is through self-reported participant surveys. You gather a bunch of high scores, share them with your executive team, and bam — there's your proof that the training was effective. 5s across the board! But deep down we all know that this is really not ROI. The trainees could rate the program a 5/5 based on anything—they enjoyed themselves or the environment was fun and interactive. The CFO and CEO are not optimizing for how the trainees felt. They care about the ROI for the organization. They care about going way deeper to quantify the value of talent development by tying it back to sales pipeline and retention. There is good news, though. At Exec, we can actually quantify performance by looking at how a trainee performed before and after the training. Take our AI Roleplay tool, for example. Brief summary: AI Roleplays is a tool that allows team members to practice high-stakes conversations with hyperrealistic AI characters, providing immediate feedback, scoring, and skill certification. We score your team members' development as they complete assigned simulations. Once they reach a score you've labeled as an improvement marker, they're ready to get back in the field. Now, in every call afterwards, you'll immediately see results. Recently, we ran a customer through a communications training program. Their original scores were in the low 60's (failing by U.S. education standards). At the end of the month-long program, they were scoring in the mid-90's. That's over a 30-point increase. They went from objectively failing to concretely winning. And the practice environment makes it possible. They got the reps in a simulation that very closely mirrored their ultimate performance environment. And look, you don't have to stop doing participant surveys. You can use those surveys to adjust the program for future cohorts and to give some warm-and-fuzzies to the program. That's valuable, but it's not ROI! My DMs are open if you want similar results.

L&D Professionals, Don’t Read This Post… Unless You Want to Do What Matters to Business! For years, L&D has measured success with hours trained, completion rates, and engagement scores. But let’s be honest—none of these matter to the CEO, the Board, or the business. At Ramco Systems, we knew that if L&D had to be taken seriously, it had to directly contribute to the organization’s OKRs—the very goals the Board and CXOs measure. The Shift: L&D as a Business Driver Instead of creating learning programs in isolation, we flipped the approach: Step 1: Start with OKRs, not courses Every business has North Star goals—whether it’s revenue growth, market expansion, cost optimization, or product innovation. We mapped those goals to talent impact. Step 2: Identify the Capabilities That Influence OKRs Example: ✔️ If the goal is higher SaaS margins, pricing negotiation and value-based selling are key. ✔️ If the goal is global expansion, cross-cultural collaboration and client engagement are critical. ✔️ If the goal is faster product innovation, agile methodologies and technical expertise must be strengthened. Step 3: Measure Skill Adequacy, Not Just Participation We leveraged our Skill Adequacy Index to measure where talent stood against the required capability benchmarks. This ensured we weren’t just training for the sake of training, but closing real business-critical gaps. Step 4: Enable and Track Impact Instead of reporting “X people completed training,” we asked: ✔️ Did sales teams hold pricing firm and reduce discounting? ✔️ Did customer success teams improve retention? ✔️ Did product teams accelerate time-to-market? L&D went from a support function to a business accelerator. Every initiative had a direct link to company strategy, and we finally had a clear, tangible answer when asked: Now, over to you—Is your L&D team aligned with what truly matters to the business? Or are you still tracking hours trained? #LDBusinessImpact #LearningWithPurpose #PerformanceDrivenL&D Rajiv Nair, Kiruthiga Srinivasan, Sanu K Samuel, Ranganathan Jagannathan

🤔 How Do You Actually Measure Learning That Matters? After analyzing hundreds of evaluation approaches through the Learnexus network of L&D experts, here's what actually works (and what just creates busywork). The Uncomfortable Truth: "Most training evaluations just measure completion, not competence," shares an L&D Director who transformed their measurement approach. Here's what actually shows impact: The Scenario-Based Framework "We stopped asking multiple choice questions and started presenting real situations," notes a Senior ID whose retention rates increased 60%. What Actually Works: → Decision-based assessments → Real-world application tasks → Progressive challenge levels → Performance simulations The Three-Point Check Strategy: "We measure three things: knowledge, application, and business impact." The Winning Formula: - Immediate comprehension - 30-day application check - 90-day impact review - Manager feedback loop The Behavior Change Tracker: "Traditional assessments told us what people knew. Our new approach shows us what they do differently." Key Components: → Pre/post behavior observations → Action learning projects → Peer feedback mechanisms → Performance analytics 🎯 Game-Changing Metrics: "Instead of training scores, we now track: - Problem-solving success rates - Reduced error rates - Time to competency - Support ticket reduction" From our conversations with thousands of L&D professionals, we've learned that meaningful evaluation isn't about perfect scores - it's about practical application. Practical Implementation: - Build real-world scenarios - Track behavioral changes - Measure business impact - Create feedback loops Expert Insight: "One client saved $700,000 annually in support costs because we measured the right things and could show exactly where training needed adjustment." #InstructionalDesign #CorporateTraining #LearningAndDevelopment #eLearning #LXDesign #TrainingDevelopment #LearningStrategy

Harassment training completion rates look good — until you see the number of employee relations claims. Now, executives are asking tougher questions. There’s a disconnect between how HR teams measure training success and how leadership evaluates its impact. How HR typically measures training: • Completion rates • Satisfaction scores • Training hours logged • Content quality ratings • Engagement metrics How executives actually measure training: • Reduction in employee relations claims • Lower attrition and hiring costs • Fewer compliance violations • Improved team productivity • Tangible risk mitigation tied to business performance This gap isn’t just about language. It fundamentally changes how workplace training needs to be designed, delivered, and reported. At Emtrain, every program is built around a business outcome. We aren’t asking, “Did employees complete the training?” We’re asking, “Can we predict where the next employee relations complaint is likely to happen—and prevent it before it escalates?” Communicating value to leadership requires a different mindset. It’s not: "We achieved 95% completion on harassment training." It’s: "Our targeted training approach reduced investigation costs by 12% this quarter." It’s not: "Employees rated our DEI program 4.8/5." It’s: "Teams that completed our inclusion program saw 18% lower turnover than comparable groups." If you want your programs to survive—and matter—start by asking yourself three hard questions: • Can you clearly articulate which business problems your training solves? • Are you measuring real outcomes, not just participation? • Can executives see a direct connection between your programs and the company's financial health? In this economic environment, HR initiatives that can’t prove business impact won’t just struggle for budget—they’ll be first on the chopping block. If you’re not already connecting your training strategy to business outcomes, now is the time to start.