L&D leaders must prove training improves performance or risk losing support. That pressure isn’t news. A recent GP Strategy report reveals an overwhelming 98% of training and development professionals want to quantify learning impact, but most struggle to do so. Leading issues range from lacking data access to not knowing where to start.
It’s a stubborn knot to untie: you know how impactful training is, yet proof is hard to assemble. Often, L&D teams rely on metrics that are easiest to capture, like participation or engagement rates. While these metrics have their place, they can feel trivial, even when the program is well-designed and well-received.
If you’re an L&D leader trying to pull the right threads, you should be tracking behavior change. That means monitoring concrete, observable changes in how people work, instead of leaning on more abstract perceptions like satisfaction or engagement.
The behaviors you want to improve can be as broad as adaptability and clarity of communication. Or they can be highly role-specific. For instance, you might want to track whether a sales rep uses a new sales technique in her client calls, or whether the manager shifts from micromanaging to coaching after a leadership workshop.
In the classic Kirkpatrick model of training evaluation, this is Level 3: Behavior, the stage where we ask, “Did learners apply what they learned?” Measuring these changes is key to linking learning to performance outcomes.
Again, the focus is on real-world application. Did the compliance training actually result in safer work practices on the factory floor? Has the new software training reduced errors or rework in daily tasks? These kinds of questions get to the core of behavior change.
Behavior change is nearly impossible to prove when the evidence sits in different places. L&D may own training programs, but departments own the performance expectations and signals. If those data points stay siloed, we can’t measure behavior change.
The ideal scenario is to create a virtuous cycle, where L&D works with departments to help team members lean into their strengths and overcome specific challenges. Progress is tracked, with insights fed back to L&D. When behavior does not shift, the question becomes practical: what is getting in the way, and how can L&D support the learner?
When training is woven into performance tracking, L&D becomes a more effective tool in the organization’s toolkit. One that more adequately responds to learner and departmental needs.
A recent ATD Research report highlights a concerning pattern: organizations tend to gather richer metrics for programs with human facilitation. But for asynchronous digital learning, measurement often stops at completion.
For instance, in instructor-led or blended courses, about half of organizations collect data on behavior change. Yet far fewer do so for self-paced e-learning. That’s a significant gap. It suggests that when training is delivered digitally and without a live facilitator, many L&D teams default to basic stats like modules completed without tracking behavior change.
Why the drop-off for digital learning? One reason is that self-paced online courses are often deployed at scale, and historically, the mandate was simply to get everyone to finish them. Completion feels like success for these programs. If 5,000 employees completed their cybersecurity training, we would breathe a sigh of relief. But did those 5,000 employees actually adopt safer cyber habits? That’s the uncomfortable question that often goes unasked.
Part of the challenge is logistical. It’s harder to observe or get feedback on behavior change when learning is asynchronous and dispersed. Yet, this is precisely where the opportunity lies. Even for e-learning modules, we can build in measurement of post-training behavior, such as follow-up quizzes, on-the-job assignments, or manager check-ins. The key is recognizing that every modality benefits from focusing on knowledge application. If anything, the scalability of digital learning makes it even more critical to verify that the knowledge is translating into action. Otherwise, we risk scaling up activity without impact.
So, if we shouldn’t solely rely on completions and participant counts, what should we be measuring? Below is a concise framework of four measurable signals that are directly tied to behavior change. These go beyond the vanity metrics and get closer to what our stakeholders care about, like proof of improved performance and capability:
1. Application rate
Track whether learners are using the newskills or knowledge on the job. This could be measured by self-report or by lightweight assessments like skills demonstrations. Surveys are a popular tool here, and for good reason. They let you gauge learners’ own perception of behavior change in day-to-day work.
2. Manager observation and feedback
Engage managers to verify behavior changes in their team. A simple manager check-in or brief survey can capture whether the employee’s behavior has shifted. Managers are closest to the day-to-day behaviors and can provide qualitative and quantitative input. Another plus is that this approach keeps managers involved with the people development process.
3. Performance indicators
Identify job performance metrics training is meant to influence and track them to reveal behavior change. For instance, after customer service training, you might track customer satisfaction ratings or response times for those who took the training versus those who did not. While these border on business results, they are often directly tied to the new behaviors taught. Be careful to choose metrics that the training could reasonably affect and can be measured within a short follow-up window.
4. Habit formation and sustainability
Consider measures that show whether the new behavior is retained over time. This could be as simple as a follow-up evaluation 60 or 90 days later to see if the behavior change is sustained. For example, if the training was on adopting a new software tool, measure the usage rate of that tool or specific features taught, before and after training. The goal is to move beyond one-time “bumps” and show that the learning has been integrated into regular capacity-building work.
L&D leaders have always been passionate about helping people learn and grow. Now, we must be equally passionate about proving that growth. The good news is that the profession is recognizing this: we see a growing movement toward “measuring what matters”, reflected in research and practice.
By concentrating on behavior change, we align our success metrics with business success. We also more easily show how learning initiatives create safer workplaces, better leaders, higher sales, and improved customer satisfaction.
We all know why workplace training is so important. Now it’s time to prove it.
If you’re looking to change and track team behavior, consider Insights Discovery.
Insights Discovery is a simple yet powerful four-color model that helps people understand their communication and work preferences, including their unique growth areas. It naturally supports measurement because it targets observable behaviors such as communication, collaboration and leadership habits. With Insights Discovery, your L&D team and managers are given a clearer way to describe what changed and what to look for next.
Thousands of organizations worldwide already use Insights Discovery, and it is trusted by 48% of Fortune 500 companies.
Want to improve learning effectiveness?
Schedule a short call with an Insights people development specialist. We can discuss what behavior change you need to see, and whether Insights Discovery is the right fit.
Insights Discovery is an L&D training system that creates high-performing teams by enhancing awareness and workplace relationships. Using a memorable four-colour model to illustrate different behavioural styles, it creates a common language that connects colleagues across geographical and cultural boundaries, fostering collaboration, driving productivity and transforming workplaces.