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Christina Wien is a sales enablement leader with over 20 years of experience in sales and sales enablement. Her firsthand experience as a seller gives her a deep understanding of the challenges and pressures sellers face, enabling her to equip them with the right tools at the right time. As a recognized leader in Sales Enablement, Christina emphasizes one core behavior: confidence. When selling with agility, accountability, and solution expertise, confidence soars—and success follows. When asked which sales model is best, she believes, 'The best sales model is the one that works for you.' 

Christina Wien

When you’re looking to maintain, protect, or grow the budget that powers your corporate LMS (not to mention the rest of your L&D ecosystem!), you need to be able to make your case to business-minded stakeholders. These C-suite executives want hard data that points to tangible business impact—and, when you know where to look, that’s exactly what you can give them.You’ve got a wealth of areas across your organization that benefit from L&D, and they all have a data-backed story to tell. When you know what kind of results you can expect your L&D investments to deliver, you can start planning ways to measure those results and couch them in terms your C-suite will appreciate. That means looking beyond the course usage and completion metrics that, while an essential part of your learning analytics, need to be combined with business impact data to make the most compelling case to the people holding the purse strings.Read on to discover the quantifiable outcomes your C-suite wants to see, including:Increased levels of engagementA strong reputation for learningPowerful internal mobility practicesEmployee Retention and AcquisitionYou’ll likely be aware, in broad terms, that good L&D can have a positive impact on employee retention and acquisition. These are fantastic factors to consider when you’re looking to demonstrate quantifiable returns on your L&D investments, provided you can guide stakeholders through the chain of linkages that connect learning to cost savings. So, what’s the evidence that L&D reduces turnover and increases an employer’s appeal for prospective applicants? And how can you leverage that information to impress your internal stakeholders? Read on.Articulating the Value of a Strong Reputation for LearningAccording to 2023 research, organizations that don’t offer development opportunities risk losing talent—in fact, that lack of development was respondents’ most commonly cited reason for quitting. The conclusion here is simple enough: when you’ve got a robust, tech-backed culture of learning, your organization is going to be more appealing to all those prospective hires looking for development-rich career opportunities. We’ve established that L&D can, in theory, have an impact on your reputation and on the talent acquisition that follows. But how might you turn this observation into a solid case for the business impact of your L&D investments?If you just wanted to show that your L&D efforts have left you with a good reputation for employee development, that’s fairly straightforward to achieve. You might, for example, incorporate a survey question into your application process, asking applicants why they’re interested in your organization. If applicants are citing your learning culture, you’ll know your reputation is growing in the right direction. But on its own, that information just isn’t enough. It might get across some positive sentiment directed toward your L&D function, but it doesn’t tell upper management how your learning-first reputation leads to business impact.Instead, you’ll want to identify some of the measurable benefits associated with your talent acquisition. If you’ve got a reputation for those sought-after employee development offerings, you can expect a wider pool of candidates—which means you’ll have more high-caliber hires to choose from. Demonstrate that high caliber to your CFO by taking note of factors like reduced time to competency or increased productivity in departments that receive new hires. You’re then just a step away from a set of highly tangible data that business leaders will find much more persuasive.Communicating the Links Between Engagement and Your Bottom LineGiven the popularity of employee development among workers, it’s no wonder that L&D is often linked to higher levels of employee engagement. According to research sponsored by Bridge, learning opportunities were the most commonly cited factor among respondents looking to nurture engagement. Gaining employee engagement data is straightforward enough with the right tools. In fact, Bridge itself offers employee engagement software that allows you to send out regular pulse surveys to check in on engagement levels. So, if you’re looking to establish how your L&D program leads to better business outcomes, you’d be wise to prove that your learning investments are affecting engagement. You might achieve this by conducting before-and-after snapshot surveys to see if your engagement levels improve following a new learning initiative.However, once again, engagement statistics alone aren’t necessarily enough to sell your learning investments internally. To the people holding the purse strings, the question’s going to be “so what?”, and—with the right preparation—that’s a question you can answer with hard figures.According to Bridge’s report, the area most commonly affected by employee engagement is retention. So, once you’ve established that your learning investments are engaging your people, you can start to examine your turnover figures. If your more engaged employees are sticking around for longer periods of time, you’ll be able to point to the substantial, dollars-and-cents cost savings that’ll likely justify any initial L&D expenditure.Connecting Mobility Metrics to Clear Cost ReductionsPromotions and other kinds of internal movement are made possible in part by learning—and, handily, this is something that your HR function will have plenty of data on. If your people are using your learning ecosystem to qualify for internal vacancies, you’ll be able to link the course usage data in your LMS to the talent mobility data held by your HR team. The result? A compelling business case for your learning function: one in which L&D is the lynchpin of talent mobility.That said, higher rates of internal movement aren’t necessarily going to impress your CFO without a little extra context. If you want buy-in for mobility-enabling software, you’ll have to contend with a key question: what’s the business impact of better internal mobility?Once again, turnover numbers are your friend here. Research shows that turnover is less likely when employees are able to move internally. And that’s especially true of workers born after 1996, who—according to LinkedIn—are much more likely than older generations to agree with the statement that “through learning, I can explore potential career paths at my company”.So, your challenge isn’t just to show that your learning ecosystem has led to a rise in internal mobility. It’s to show that these upward or lateral movers are sticking around for longer rather than seeking opportunities elsewhere, reducing the various costs associated with hiring new talent.Reskilling and UpskillingAccording to a survey from GP Strategies and Watershed, less than half of respondents agreed or strongly agreed that their organization uses data to understand skills gaps. That’s a lot of room for improvement, especially when 69 percent of organizations reported having a skills gap in 2023—compared to 55 percent in 2021. This is an alarmingly large number that’s growing at an equally alarming rate, and there’s no question that when employees don’t have the skills they need to do their jobs effectively, you’re going to see lower productivity and decreased employee performance.Clearly, the ability to close those gaps through learning and skills development practices has huge implications for any business’ bottom line: It’s no wonder that Watershed names new skills qualifications as one of the more valuable L&D targets to measure. Regulatory ComplianceIn general terms, your discussions about L&D investments will center around how your learning resources make an impact. But there’s one exception. In the world of compliance, there’s a strong case to be made for the avoidance of impact—especially when it comes to the serious penalties that noncompliance can bring.If your learning technology can keep your people compliant—whether that’s by consistently training employees on the same standards, keeping everyone up to date, or providing that all-important compliance documentation—you’ll protect your organization from outcomes as serious as major fines or even being shut down. This is especially true of organizations in high-consequence industries, which often face additional compliance challenges around multilingual needs and data security.A little digging into the penalties your organization is exposed to can go some way toward justifying any L&D expenditure that puts compliance first. According to the US Securities and Exchange Commission, 2023 saw fines for financial noncompliance alone totaling around $5 billion. Against even a small slice of a figure like that, you’ll have no problem making the case that the cost of a compliance-first LMS (for example) is more than justified.And good compliance training doesn’t just help you avoid fines. It can also offer savings like lower insurance costs—a tangible figure that will go some way toward mitigating your initial learning tech expenditure.

How to Prove the ROI of Learning & Development: Unlocking the Metrics That Matter 

Christina Lorenzo is an award-winning creative medical education designer with extensive experience in medicine, science, multimedia, and adult learning that translates into innovative and effective learning solutions. She currently runs her own medical illustration business, Creative Med Ed Design, and works as a manager of game-based learning at the American College of Chest Physicians.Lorenzo earned a master’s degree in biomedical visualization from the University of Illinois at Chicago, and a bachelor’s degree in human physiology from Boston University. In between her academic studies, she gained a deep understanding of patient-centered care, surgical procedures, and multidisciplinary in-hospital teams through her career in clinical research in emergency medicine at Brigham and Women’s, cardiac electrophysiology at UC San Diego, and kidney transplantation at the California Institute of Renal Research. Lorenzo’s knack for efficiently onboarding principal investigators and fellows on exhaustive protocols and for developing techniques to ensure patient compliance was the catalyst for her to specialize in educating clinicians and patients and ultimately launch CME Design.At the American College of Chest Physicians, Lorenzo is experimenting beyond the traditional boundaries of CME with bite-size, branching games and gamification techniques. Her passion is further fueled by her role as the liaison to the innovations subcommittee, with whom she collaborates to design and test new online learning techniques.Lorenzo is a member of the ACCME, IACME, Learning Guild, and AMI and actively shares her best practices and expertise with fellow educators through think tanks, conference sessions, and webinars.

Christina Lorenzo

December 2022 - TD Magazine

A review of Learning at Speed: How to Upskill and Reskill Your Workforce at Pace to Drive Business Performance by Nelson Sivalingam

Win the Performance Improvement Race

In this week’s Ask a Trainer guest post, Christina Danforth explains the importance of developing a filter when you’re starting your own business.

Ask a Trainer: How Can I Get Over Negative Advice When Starting a Business?

January 2024 - TD Magazine

A review of Fast Forward: 5 Power Principles to Create the Life You Want in Just One Year by Wendy Leshgold and Lisa McCarthy

One-Year, One Life-Changing Action Plan

In the face of economic downturns, L&D sectors often face budget cuts due to a lack of clarity in their value proposition to executive decision-makers. As businesses scramble to reduce expenses, essential internal resources like L&D become vulnerable, even though cutting them can diminish employee morale, engagement, and long-term productivity. This webinar covers strategies to solidify the significance of L&D in the corporate environment. Equip your L&D function with the tools to survive and thrive during economic challenges by effectively communicating its undeniable value to the success and growth of your organization.
By attending this webinar, you will:
• Discover what top-level executives look for when determining the value of L&D, ensuring your efforts are seen as strategic investments rather than expendable costs.
• Learn how to align L&D initiatives with organizational culture, key performance indicators (KPIs), objectives, and key results (OKRs) using the Lean Strategy Deployment Matrix (Hoshin Kanri), reinforcing L&D’s role in optimizing organizational outcomes and assisting in prioritizing resources effectively.
• Learn to effectively measure and communicate the return on investment for L&D interventions, ensuring your department’s contributions are recognized and valued during challenging economic times.
Primary Capability Covered: Talent Strategy and Management
 

How to Recession Proof Talent Development

While the goal is the same when onboarding and engaging virtual and in-person teams, the methods required may differ. Same why, different how.

Onboarding Your Virtual Team Members, Part 1

Have you been thinking about pursuing a professional certification, but haven't decided to make the commitment? Join us to hear why now is a particularly good time to take on a professional development challenge. Hear from a panel of current CPTD and APTD credential holders about why they took the plunge. 
By the end of this webcast you will learn about:

Why pursuing a certification helps you and your organization
How changes to the content of the APTD and CPTD can support your professional growth
The pros and cons of participating in the pilot administration of a new exam
How the pandemic is affecting candidates' ability to prepare and take the exams

When you register, be sure to submit a question you are hoping the panelists will answer during the webcast.

Certification: Why Now is the Time

The future of corporate learning is adaptive. Behavioral and performance data can be used to optimize every single moment in a learning experience, delivering the most efficient and effective training possible. Bite-sized pieces of content, while valuable in their own right, become exponentially more powerful when combined into a fluid ecosystem that is backed and synchronized by data.
In this webcast, learn how you can unlock performance and drive training return on investment through adaptive learning technology. You’ll be able to:

Recognize key trends in technology that allow learning to become modular, data driven, and adaptive.
Grasp learning theories concerning focus, memory, metacognition, and engagement.
Explore how learning analytics can be used to benefit trainers, managers, content authors, and learners.


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