Too often, learning impact is assessed only at the end - when it’s too late to influence outcomes.
This paper advocates for a shift in approach: designing for performance from the outset, to position L&D as a strategic driver of business success.
“Give executives clear, concrete examples of how trainings are making a real difference in employee performance and how that translates to overall business results.” Forbes (2025)
Part 1 introduces how aligning learning with business goals, engaging stakeholders early, and applying human-centric design across three foundational pillars helps to embed performance measurement throughout the learning journey.
Part 2 provides practical guidance through the Plan–Map–Measure approach, emphasising the importance of stakeholder collaboration and clear communication to demonstrate performance improvements and success stories.
It may seem counter intuitive, but measuring learning only at the end is often too late. Evidence and experience suggests that to truly drive performance, learning experiences must be designed with results in mind from the outset - not as a retrospective report. We advocate that every element, from structure to schedule, should be mapped with performance outcomes and aligned with business objectives from day one.
This paper presents three pillars to consider as you embark on planning any learning intervention, along with some practical suggestions to follow, to help showcase the business and human performance impact of L&D.
What do we mean by performance?
Performance is not a new concept in L&D, for many years there has been ongoing and significant focus on performance management, high performance culture and advising leaders and managers about creating the best conditions for success. So, what’s changed and why is there a renewed focus?
Across society, culture, and business, the language of performance is gaining prominence, and this shift is driven by: