In recent conversations with our clients and partners, I have observed a trend that seems to be ever green: a big emphasis on the participant experience, which we typically measure via surveys and NPS ratings (in the industry, commonly referred to as “smile sheets”).

In my previous role at a global consulting firm, these evaluations really mattered. And rightly so - clients spent a lot of money on our customized experiences and expected great results. In this context, meaning how participants experienced the program.

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If you were able to get a 4,8 (out of 5) and a “through the roof” NPS for your delivery, you were a rock star.

Creating great learning experiences holds tremendous value. It might sound easy - bring in a few inspirational speakers, make sure to book a great venue and add communication styles to the mix - it really is a craft to master. Behind the scenes, there is great sophistication in the learning design; facilitator guides, debates about critical learning points, how to manage time and energy, rehearsing introductions and navigating participants towards “Aha-moments”.
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At the end of the experience, the "post-workshop conundrum" sets in. It applies to participants, consulting firms and client stakeholders. We may have great evaluations, which really matters. Our leaders are clearly inspired and motivated. Now what? How do we know if the experience enables transfer of learning? Will participants apply anything they learned back at work? Are they not more likely to get caught in the whirlwind of forecasts, budget processes, reporting requirements and an ever expanding to-do list?

To measure impact, we often track completion of tasks participants are asked to do following the program (“Conduct a coaching conversations with a team member using the GROW model”; “Connect how your team contributes to the mission and vision of the company” etc). In addition, participants can self-report on how they perceive their own progress and growth at regular intervals after the program.
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While a lot of great work continues to be done in measuring the impact of growth initiatives, many methods fail to establish a clear link between the learning experience and tangible outcomes. We simply cannot tell if it led to any tangible outcomes, such as a shift in leadership behaviors, which in turn can impact employee engagement, KPIs and business results.

What is the take-away from all of this? Participant experiences matter and we should continue to invest in them. However, it cannot be the only success metric we evaluate in an L&D initiative. We need to find better ways and methods to measure how a great experience translates into new ways of working and tangible outcomes.

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