Measuring Training Impact

Evaluating LLMs is hard. Evaluating agents is even harder. This is one of the most common challenges I see when teams move from using LLMs in isolation to deploying agents that act over time, use tools, interact with APIs, and coordinate across roles. These systems make a series of decisions, not just a single prediction. As a result, success or failure depends on more than whether the final answer is correct. Despite this, many teams still rely on basic task success metrics or manual reviews. Some build internal evaluation dashboards, but most of these efforts are narrowly scoped and miss the bigger picture. Observability tools exist, but they are not enough on their own. Google’s ADK telemetry provides traces of tool use and reasoning chains. LangSmith gives structured logging for LangChain-based workflows. Frameworks like CrewAI, AutoGen, and OpenAgents expose role-specific actions and memory updates. These are helpful for debugging, but they do not tell you how well the agent performed across dimensions like coordination, learning, or adaptability. Two recent research directions offer much-needed structure. One proposes breaking down agent evaluation into behavioral components like plan quality, adaptability, and inter-agent coordination. Another argues for longitudinal tracking, focusing on how agents evolve over time, whether they drift or stabilize, and whether they generalize or forget. If you are evaluating agents today, here are the most important criteria to measure: • 𝗧𝗮𝘀𝗸 𝘀𝘂𝗰𝗰𝗲𝘀𝘀: Did the agent complete the task, and was the outcome verifiable? • 𝗣𝗹𝗮𝗻 𝗾𝘂𝗮𝗹𝗶𝘁𝘆: Was the initial strategy reasonable and efficient? • 𝗔𝗱𝗮𝗽𝘁𝗮𝘁𝗶𝗼𝗻: Did the agent handle tool failures, retry intelligently, or escalate when needed? • 𝗠𝗲𝗺𝗼𝗿𝘆 𝘂𝘀𝗮𝗴𝗲: Was memory referenced meaningfully, or ignored? • 𝗖𝗼𝗼𝗿𝗱𝗶𝗻𝗮𝘁𝗶𝗼𝗻 (𝗳𝗼𝗿 𝗺𝘂𝗹𝘁𝗶-𝗮𝗴𝗲𝗻𝘁 𝘀𝘆𝘀𝘁𝗲𝗺𝘀): Did agents delegate, share information, and avoid redundancy? • 𝗦𝘁𝗮𝗯𝗶𝗹𝗶𝘁𝘆 𝗼𝘃𝗲𝗿 𝘁𝗶𝗺𝗲: Did behavior remain consistent across runs or drift unpredictably? For adaptive agents or those in production, this becomes even more critical. Evaluation systems should be time-aware, tracking changes in behavior, error rates, and success patterns over time. Static accuracy alone will not explain why an agent performs well one day and fails the next. Structured evaluation is not just about dashboards. It is the foundation for improving agent design. Without clear signals, you cannot diagnose whether failure came from the LLM, the plan, the tool, or the orchestration logic. If your agents are planning, adapting, or coordinating across steps or roles, now is the time to move past simple correctness checks and build a robust, multi-dimensional evaluation framework. It is the only way to scale intelligent behavior with confidence.

Decoding the True Cost of Virtual Behavioral Training: A Strategic Cost Analysis A strategic cost analysis helps in making informed investment decisions and optimizing training effectiveness. Let’s analyze the true cost of a two-day virtual behavioral training for 60 mid-level managers, facilitated by two in-house trainers, with an annual salary of ₹30 LPA each. 1. Direct Costs: Explicit Expenditure a) Trainer Cost (Internal Facilitators) Since the trainers are full-time employees, we calculate their cost per day: • Annual salary per trainer = ₹30,00,000 • Annual working days = 250 • Daily cost per trainer = ₹30,00,000 ÷ 250 = ₹12,000 • Cost for two trainers over two days = ₹12,000 × 2 × 2 = ₹48,000 Trainer Cost: ₹48,000 b) Technology & Platform Costs Assuming the organization uses an internal virtual learning platform (e.g., Microsoft Teams, Zoom, or an LMS), the marginal cost per session is low. However, factoring in licensing, tech support, and bandwidth usage for 60 participants, we estimate: Technology Cost: ₹30,000 c) Learning Materials Digital workbooks, assessments, and post-training resources could cost around ₹750 per participant: Materials Cost: ₹750 × 60 = ₹45,000 d) Administrative and Support Costs Includes training coordination, pre-session readiness, IT support, and evaluation setup: Admin & Miscellaneous: ₹40,000 2. Opportunity Cost: The Hidden Economic Impact a) Participant Salary Cost Each participant earns ₹30 LPA, so their daily salary cost is: • Daily salary per participant = ₹30,00,000 ÷ 250 = ₹12,000 • Cost for 60 managers over two days = ₹12,000 × 60 × 2 = ₹14,40,000 Participant Salary Cost: ₹14,40,000 b) Productivity Loss (Opportunity Cost) While training enhances long-term performance, it results in a temporary dip in operational output. Assuming a 25% productivity loss multiplier (lower than in-person training since managers can still manage urgent tasks), the opportunity cost is: ₹14,40,000 × 25% = ₹3,60,000 3. Total Cost of Virtual Training Trainer Cost ₹48,000 Technology & Platform ₹ 30,000 Learning Materials ₹45,000 Admin & Miscellaneous ₹40,000 Participant Salary Cost ₹14,40,000 Productivity Loss ₹3,60,000 Total Training Cost ₹19,63,000 4. Strategic Insights: Ensuring ROI on Training Investment While a virtual format reduces logistics costs, the largest cost driver remains participant salaries and lost productivity. To optimize ROI: Ensure training relevance: Align content with business objectives to maximize post-training impact. Incorporate blended learning: Spread learning over multiple short sessions to reduce productivity loss. Implement pre- and post-training interventions: Reinforce learning through coaching, peer discussions, and real-world application. Ultimately, the real return on training isn’t just cost efficiency—it’s behavioral transformation that drives business results. Would love to hear how your organization measures training ROI. Let’s discuss in the comments!

How I leveraged the Sales-Map™ to transform ordinary salespeople to high-performing winners... ... I've seen countless sales training programs rolled out with limited impact for years. While valuable in theory, the "one-size-fits-all" approach often leaves individual needs unmet. Here's how the Sales-Map™ assessment revolutionized my approach to building high-performing sales teams. Targeted Development: Gone are the days of generic training modules. The Sales-Map™ dives deep, providing proficiency scores in four key sales areas: Prospecting and Preparation, Meeting with Customers, Following Through, and Negotiating. This granular data allows me to pinpoint individual strengths and weaknesses, tailor training programs to address specific needs and avoid wasting resources on skills a salesperson already possesses. Objective Measurement: Salespeople often receive subjective feedback during training. The Sales-Map™ changes the game. It measures their responses against a benchmark of top performers across industries, providing a quantifiable measure of sales proficiency. This data becomes the foundation for objective development plans, ensuring everyone's on the same page. Comprehensive Coverage: The Sales-Map™ is quick to get granular. With 33 scenarios and 166 items covering the entire sales cycle, it identifies even the most nuanced skill gaps. Empowering Self-Awareness: Completing the assessment itself is a learning experience. Salespeople gain valuable self-awareness, pinpointing areas for improvement and igniting a desire to learn more. Focus on Practical Application: Theoretical knowledge is great but doesn't close deals. The Sales-Map™ prioritizes practical application, assessing "what to do" in various sales situations. This laser focus ensures training translates to real-world results, empowering salespeople to confidently navigate real-world challenges. Measuring Progress: We all know the adage: "If you can't measure it, you can't improve it." The Sales-Map™ allows me to objectively assess program effectiveness by administering it before and after training. This data-driven approach allows for informed decisions about future training investments and a continuous improvement cycle. Industry-Agnostic Versatility: The Sales-Map™ scenarios resonate with salespeople across all B2B industries. This versatility makes it a powerful complement to any sales training program, regardless of focus or target market. Incorporating the Sales-Map™ has fundamentally changed my approach to sales training. By identifying specific needs, fostering self-awareness, and measuring progress, the Sales-Map™ unlocks a level of effectiveness that traditional training alone cannot achieve. Ping me to get a free trial. #salesmap #salesdevelopment #salesenablement

How to conduct the training need analysis (TNI) of leadership grade? Steps to Conduct Training Needs Analysis for Leadership Grade 1. Define Training Objectives Aligned with Organizational Goals: Clearly identify the business outcomes the leadership training aims to achieve, such as improving employee engagement, reducing attrition, enhancing decision-making, or driving strategic initiatives. Ensure these objectives align with overall company goals and leadership expectations. 2. Gather Relevant Data and Information: Collect quantitative and qualitative data including: Performance evaluations and leadership effectiveness scores Employee surveys and 360-degree feedback involving peers, subordinates, and supervisors Attrition rates, productivity metrics, and customer satisfaction scores linked to leadership impact Interviews and focus groups with leaders and their teams to understand challenges and skill gaps. 3. Analyze Identified Problems and Root Causes: Examine the data to pinpoint leadership challenges such as poor communication, low morale, ineffective conflict resolution, or lack of strategic thinking. Determine whether these issues stem from skill gaps, behavioral shortcomings, or organizational factors. Assess if training is the appropriate solution or if other interventions are needed alongside training. 4. Engage Stakeholders and Subject Matter Experts: Involve HR leaders, senior management, and leadership development experts to validate findings and provide insights on leadership competencies critical for success. Collaborate to develop or select a leadership competency model that reflects the organization’s values and strategic priorities. 5. Identify Skill Gaps Using Competency Frameworks: Compare current leadership skills and behaviors against the desired competencies defined in the leadership model. Use tools such as 360-degree feedback, job simulations, and formal assessments . 6. Prioritize Training Needs: Rank skill gaps based on their impact on business outcomes and prevalence among leadership. Focus on high-priority areas that will drive the most meaningful improvements in leadership effectiveness and organizational performance. 7. Define Evaluation Metrics Linked to KPIs Establish clear metrics to measure the effectiveness of the leadership training, such as: Reduction in leadership-related attrition Improvement in employee engagement scores Enhanced team productivity and customer satisfaction Connect these metrics to organizational KPIs to track the training’s impact on business results. 8. Plan and Deliver Targeted Training Interventions: Select training methods best suited for leadership development, including workshops, coaching, mentoring, action learning projects, and e-learning. 9. Monitor, Reassess, and Adjust: Continuously evaluate training outcomes through follow-up assessments, feedback, and performance reviews.

❗ Only 12% of employees apply new skills learned in L&D programs to their jobs (HBR).  ❗ Are you confident that your Learning and Development initiatives are part of that 12%? And do you have the data to back it up?  ❗ L&D professionals who can track the business results of their programs report having a higher satisfaction with their services, more executive support and continued and increased resources for L&D investments.    Learning is always specific to each employee and requires personal context. Evaluating training effectiveness shows you how useful your current training offerings are and how you can improve them in the future. What’s more, effective training leads to higher employee performance and satisfaction, boosts team morale, and increases your return on investment (ROI). As a business, you’re investing valuable resources in your training programs, so it’s imperative that you regularly identify what’s working, what’s not, why, and how to keep improving. To identify the Right Employee Training Metrics for Your Training Program, here are a few important pointers: ✅ Consult with key stakeholders – before development, on the metrics they care about. Make sure to use your L&D expertise to inform your collaboration. ✅Avoid using L&D jargon when collaborating with stakeholders – Modify your language to suit the audience. ✅Determine the value of measuring the effectiveness of a training program. It takes effort to evaluate training effectiveness, and those that support key strategic outcomes should be the focus of your training metrics. ✅Avoid highlighting low-level metrics, such as enrollment and completion rates. 9 Examples of Commonly Used Training Metrics and L&D Metrics 📌 Completion Rates: The percentage of employees who successfully complete the training program. 📌Knowledge Retention: Measured through pre- and post-training assessments to evaluate how much information participants have retained. 📌Skill Improvement: Assessed through practical tests or simulations to determine how effectively the training has improved specific skills. 📌Behavioral Changes: Observing changes in employee behavior in the workplace that can be attributed to the training. 📌Employee Engagement: Employee feedback and surveys post-training to assess their engagement and satisfaction with the training. 📌Return on Investment (ROI): Calculating the financial return on investment from the training, considering costs vs. benefits. 📌Application of Skills: Evaluating how effectively employees are applying new skills or knowledge in their day-to-day work. 📌Training Cost per Employee: Calculating the total cost of training per participant. 📌Employee Turnover Rates: Assessing whether the training has an impact on employee retention and turnover rates. Let's discuss in comments which training metrics are you using and your experience of using it. #MeetaMeraki #Trainingeffectiveness

L&Ds, if you'd like more meaningful visibility in your organisations: Here's my #1 tip: Master measuring learning impact. 4 BIG reasons why understanding the #impact of your learning programmes is pivotal: ✅ Data-Driven Decisions: Effective metrics validate ROI, proving your worth in concrete terms. ✅ Strategic Influence: Quantifiable results will position you as a strategic advisor. ✅ Resource Allocation: Demonstrated success secures resources for your future initiatives. ✅ Continuous Improvement: Ongoing measurement helps you make iterative enhancements that are aligned with the business needs. All of these are hugely important to #L&D. 4 actionable steps: 1️⃣ Align learning solutions with commercial challenges from the very start to ensure relevance and measurability. Kevin Yates' 6 Impact Standards, which I touched on yesterday, are a very powerful framework. 2️⃣ Implement a robust model (the Kirkpatrick model is popular with many) to assess reaction, learning, behaviour and results holistically. 3️⃣ Combine quantitative tools (scorecards, tests) with qualitative methods (surveys, observations) for comprehensive insights. 4️⃣ Track KPIs resonating with business objectives. A case study snapshot: ➡️ A client L&D team transitioned from relying on 'happy sheets' to a comprehensive #measurement approach. Within 9 months, they went from being seen as 'order-takers' to recognised strategic partners, significantly enhancing stakeholder #alignment and #influence. Learning measurement is often an afterthought, but that leaves money (and more) on the table! Don't miss the strategic advantage of quantifying your #impact. What measurement strategies have elevated your L&D function? Share your challenges/victories/insights below! #LearningMeasurement #StrategicImpact #DataDrivenL&D #BusinessAlignment

📈 Unlocking the True Impact of L&D: Beyond Engagement Metrics 🚀 I am honored to once again be asked by the LinkedIn Talent Blog to weigh in on this important question. To truly measure the impact of learning and development (L&D), we need to go beyond traditional engagement metrics and look at tangible business outcomes. 🌟 Internal Mobility: Track how many employees advance to new roles or get promoted after participating in L&D programs. This shows that our initiatives are effectively preparing talent for future leadership. 📚 Upskilling in Action: Evaluate performance reviews, project outcomes, and the speed at which employees integrate their new knowledge into their work. Practical application is a strong indicator of training’s effectiveness. 🔄 Retention Rates: Compare retention between employees who engage in L&D and those who don’t. A higher retention rate among L&D participants suggests our programs are enhancing job satisfaction and loyalty. 💼 Business Performance: Link L&D to specific business performance indicators like sales growth, customer satisfaction, and innovation rates. Demonstrating a connection between employee development and these outcomes shows the direct value L&D brings to the organization. By focusing on these metrics, we can provide a comprehensive view of how L&D drives business success beyond just engagement. 🌟 🔗 Link to the blog along with insights from other incredible L&D thought leaders (list of thought leaders below): https://lnkd.in/efne_USa What other innovative ways have you found effective in measuring the impact of L&D in your organization? Share your thoughts below! 👇 Laura Hilgers Naphtali Bryant, M.A. Lori Niles-Hofmann Terri Horton, EdD, MBA, MA, SHRM-CP, PHR Christopher Lind

The Learning Needs Analysis (LNA) is an established method of determining and prioritising what people need to learn, which informs the programmes, content and platforms L&D invests in. But here's the problem: We’re not in the business of collecting learning wishlists. We’re here to move the needle on performance. The traditional LNA often leads to vague inputs (“we need help with communication”) that get turned into standardised training or content. Context gets stripped away, relevance disappears, and impact becomes immeasurable. L&D’s role is not to make learning available - it’s to help people do their jobs better, adapt faster, and grow in ways that support the business. I’m afraid AI has the ‘make learning available’ role now. So what should we do instead? 3 things: 1) Start with business goals, not learning goals. - What is the organisation trying to achieve?  - What’s getting in the way?  - Where are the skills gaps or performance bottlenecks? 2) Build a prioritised pipeline Borrowing from Agile, create a dynamic backlog of real business problems - ranked by urgency, risk, and potential upside. This gives you a clear, evolving view of where L&D can make the biggest difference. 3) Introduce an open, structured intake Let stakeholders flag their challenges - but ask the right questions. What’s the performance challenge? What’s the cost of inaction? What outcome are they aiming for? This brings clarity and keeps everyone focused on impact, not activity. This approach does more than improve outcomes. It reshapes how L&D is seen - from content provider to performance partner. If we focus on solving real problems, we’ll have evidence of our impact. If we have evidence of our impact, we’ll stop being the department of training requests - and start being the team that’s relied upon to drive change. By doing what we’ve always done we’ll continue to prove only limited impact. But by being aligned, planning for impact and prioritising based on measurable value, we can do the work that truly matters - and prove that it’s worked. If you want to plan for impact rather than just learning, then my next L&D Office Hours is for you… Sign up for this month's session: https://lnkd.in/e6mdNQeg

Your training budget is bleeding money. Here's why: You're measuring the wrong thing. Most manufacturers track: → Hours in training sessions → Certificates earned   → Courses completed → Knowledge tests passed But here's the brutal truth: Training is a COST until it's applied. I've seen teams ace Six Sigma exams, then go back to the same wasteful processes. I've watched operators get certified in TPM, then ignore equipment maintenance schedules. I've met managers who can recite lean principles but can't eliminate a single bottleneck. The problem isn't the training. The problem is the gap between learning and doing. The Real ROI Formula: Training Cost ÷ Measurable Floor Improvement = Actual ROI If the denominator is zero, your ROI is zero. No matter how much you spent. No matter how good the training was. Here's the system that actually works: STEP 1: Identify Your Losses First ↳ What's costing you money right now? ↳ Downtime? Defects? Delays? Waste? ↳ Quantify the pain before you buy the solution STEP 2: Map Skills to Losses ↳ Which skills would directly impact these losses? ↳ Root cause analysis for quality issues? ↳ Preventive maintenance for downtime? ↳ Value stream mapping for delays? STEP 3: Assess Current Capabilities ↳ Who has these skills already? ↳ Where are the gaps in your workforce? ↳ Don't train everyone in everything STEP 4: Train with a Target ↳ Before any training: "We will apply this to solve X problem" ↳ Set a specific improvement goal ↳ Timeline for implementation STEP 5: Apply Immediately ↳ The window between learning and doing should be days, not months ↳ Start with a pilot project ↳ Measure the impact STEP 6: Scale What Works ↳ If it worked on one line, expand it ↳ If it didn't work, understand why ↳ Refine and try again The shocking reality: Most training fails not because of poor content. It fails because of poor application. Your operators know what to do. They just don't do what they know. The question isn't: "What should we learn next?" The question is: "What have we learned that we're not using yet?" That podcast on lean you listened to last week? Apply one concept today. That Six Sigma training from last month? Start a small improvement project tomorrow. Because untapped knowledge isn't potential. It's waste. What's one thing your team learned recently that they haven't applied yet?