Escaping the L&D Activity Trap
Learning and Development (L&D) needs a seat at the table. Corporate learning is a vital component of successful business, reducing risk and boosting revenue. By escaping the Activity Trap, L&D will become a key source of strategic value, says Harry Chapman-Walker, CEO, Kallidus.
Measuring Impact
L&D is under increasing management scrutiny. The fact is, businesses need tangible value from any learning investment. Traditional activity focused measures, including engagement and course completion, are not resonating – and they haven’t for some time. Management wants proof that compliance has improved. Revenue grown. Or customer service enhanced.
L&D increasingly recognises the limitations of prioritising activity over business goals. And yet, they remain stuck in what we are calling: The Activity Trap. The latest report from Kallidus and Fosway confirms the problem. Just 14% of L&D professionals believe they are ‘advanced’ at mobilising around strategic priorities. Only 2% think they are advanced at measuring the impact and value they deliver. L&D knows the problem. They understand the limitations of activity focused learning. The challenge is making the change.
Prioritise Business Goals
Change is now urgent. Declining management confidence is matched by declining L&D investment. In 2022, 41% of companies were planning budget growth; that is now well under 30%. L&D needs to demonstrate its impact. It must show clear evidence that learning delivers business value.
Understanding and supporting the key business objectives is essential. Upskilling and reskilling is the top priority for 56% of organisations over the coming year – yet only 11% of L&D teams are consistently focused on skills growth. Just 29% always gather and report on business data and KPIs. For the majority, there is a continued reliance upon activity metrics including learning solution usage and satisfaction surveys.
Demonstrate Value
As the leading companies demonstrate, L&D deserves a seat at the table. It can play a vital role in reducing risk, enhancing performance and driving innovation. The starting point is the delivery of learning that supports business goals and measures that prove tangible benefits. This demands a commitment to understanding business problems and how they affect business outcomes. It requires goal clarity and a clear definition of the desired outcome. Followed by a delivery plan and, critically, agreed measures of success.
Progress will be incremental. Building L&D into a value-added service will be new for many. Focusing on one defined objective at a time eases the transition. It builds confidence in the team, reinforcing the value of performance metrics – and avoiding any risk of sliding back into the more familiar Activity Trap. Each proof point will improve L&D credibility within the business. It will encourage confidence in the value of learning to meet operational goals.
Conclusion
Change is hard. But its value is clear. Organisations that have escaped The Activity Trap are pulling ahead. By mapping learning to business goals and adopting business performance measures rather than tracking activity they are doing more than demonstrating L&D value. They are gaining business influence and changing L&D’s status throughout the organisation. They are taking their seat at the table.
For key actions to move L&D beyond activity-based learning, read the full report from Kallidus and Fosway, ‘Escaping the activity trap: Creating enduring value with L&D’.
Learning Technologies 2026
Kallidus is taking part in the upcoming Learning Technologies Exhibition & Conference, London, 29 to 30 April. Meet the team on stand J40.
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