Why Measuring Learning Impact Is Tough (And How to Tackle It)

The L&D measurement puzzle

Consider this report statistic: 56% of L&D teams say they can measure their business impact. That’s great, right? Well, maybe not.

This finding also means that many organizations are still scratching their heads, trying to figure out how to show the value of their learning programs. This gap creates a divide between those who can prove their worth and those still trying to connect the dots.

Overcoming L&D measurement hurdles: Data, budget, and buy-in

You might be feeling the pinch in several areas. Our report highlights several key areas where L&D struggles:

1. Data access and analysis. Maybe you don’t have folks who can analyze data, or you don’t have the tools to collect and evaluate that L&D data. This challenge is compounded by the absence of standardized data collection methods and information silos across multiple platforms.
2. Limited budget. And let’s not forget about those tight L&D budgets that don’t leave much room for learning measurement efforts. On one hand, there's growing recognition of its importance, with 79% of respondents think having a dedicated measurement budget is important. On the other, current allocation tells a different story with only 29% of respondents saying they actually set aside budget.
3. Getting stakeholders on board is another significant hurdle. It’s tough for some people to see why measurement matters, making it hard to prioritize learning analytics.

Let’s be honest—with everything else on your plate, L&D measurement often gets pushed to the bottom of the list. It’s easier to focus on completing training now and worry about measuring learning’s impact later.

Why these measurement roadblocks still exist

For way too long, people saw L&D as just another cost, not a key player in business strategy. That old-school thinking has led to some serious underinvestment in measurement tools.

And these days, learning happens everywhere—online, in person, and on the job. Trying to keep track of it all can be overwhelming. It doesn’t help that many L&D pros, while great at creating training, might not have the skills needed for in-depth training impact measurement.

Rolling up your sleeves: How to tackle these challenges

So, how do you start turning this ship around? We’re big fans of the crawl, walk, run method around here. That means starting small. Pick one learning program to measure. Show what it can do, and use those insights to build momentum.

Before you even start designing a learning program, make your goals clear. Figure out what success looks like. It’ll make measuring the impact of learning easier down the line.

Don’t be afraid to embrace tech. Consider using a learning analytics platform that can aggregate and standardize data from various sources to create meaningful insights.

And while you’re at it, help the L&D team become comfortable with data. Consider reaching out to other departments and asking data analysts or colleagues with specific skill sets to help teach those skills to the team.

Collaborate with IT, HR, and other departments to get the data you need and ensure your learning goals align with what the business needs.

When it comes time to show off your results, don’t just throw numbers at people. Tell your data story. Show things like behavior change, increased revenue, or cost savings—whatever resonates most with your audience. Use visuals to show stakeholders how L&D makes a difference. In other words, bring those numbers to life!

And remember, it’s all about continuous improvement. Use what you learn along the way to make your future training programs even better.

Closing the gap: Making L&D a key player

Here’s the bottom line: Yes, measuring the business impact of training can be hard. But it’s not impossible.

You can close that capability gap and drive long-term success through effective L&D by recognizing what’s holding you back, using the right tools and strategies, and fostering an organizational culture that values data.

When you can show the tangible impact of your L&D initiatives, you’re not just justifying the investment—you’re setting yourself up to make smarter decisions for continuous improvement. It’s not just about proving your worth. It’s about continuously improving and making a real difference in your organization.