Leapfrogging Your L&D Effectiveness: Four Strategies You’re Probably Overlooking

Omer Glass
Omer Glass
Nov 20 2023
8 min read
Leapfrogging Your L&D Effectiveness: Four Strategies You're Probably Overlooking

In today’s competitive business landscape, Learning and Development (L&D) programs are taking center stage in driving organizational growth and success. Recent statistics indicate that a staggering 94% of companies invest in L&D initiatives, ranging from traditional training workshops to modern mentoring and coaching sessions. These programs often concentrate on critical areas like management skills enhancement, sales training, and agile methodologies. Yet, while many organizations measure the success of these initiatives through participant feedback or short-term performance improvements, few delve deeper to assess long-term impact and alignment with business objectives. To create programs with lasting impact, why not try something different? Below, we’ll dive into four often-overlooked strategies to leapfrog your L&D effectiveness. They include ensuring your L&D initiatives align with business KPIs; creating highly personalized programs, the pivotal role of managerial involvement in L&D processes, and the strategic implementation of recognition systems to bolster engagement and enthusiasm for your programs. Let’s dive in.

1. Build a program that can fail

Success is often the result of failure. Yet, the fear of failure has inadvertently shaped many L&D programs into conforming to metrics that may not truly reflect their Return on Investment (ROI). Traditional benchmarks, such as participation rates or course completion, might give the illusion of success but seldom resonate with the tangible outcomes top executives seek.

You’d be hard-pressed to find a CEO boasting to a board about the completion rate of management training. Top leadership is intrinsically driven by metrics that directly correlate with business health – metrics such as sales performance, engineering efficiency, managerial competence, and employee retention. It’s essential, then, for L&D programs to pivot their metrics towards these tangible business outcomes.

To achieve this you should:

Align with Business-Centric KPIs: Begin by identifying the core Key Performance Indicators (KPIs) that resonate with your business objectives. By setting these success metrics at the inception of your L&D programs, you anchor every developmental initiative to tangible goals. But establishing KPIs isn’t the endpoint; it’s a precursor to rigorous, ongoing evaluation against these benchmarks. Consistent evaluation and recalibration ensure alignment with business goals.

Focus: Your L&D offerings – be it coaching, mentoring, or workshops – should be laser-focused on skill sets that directly bolster your business objectives. For instance, if an overarching goal is increasing sales, consider rolling out workshops centered around skills that salespeople need to succeed such as product knowledge, sales strategies, and customer relationship management. On top of that, avoid long, open-ended programs – make it a short sprint that takes 2-3 months to complete, and measure the outcome at the end. Success, in this scenario, should be gauged by sales metrics, customer feedback, and sales cycle duration, rather than completion rates.

A/B test: To prove your impact, you must eliminate confounding variables, since the first question you will get after showing the whooping 10% revenue increase after your program will be – how can you attribute it to your program? Maybe it’s seasonal? Or due to the new CRO we just hired? What you need to do is to divide your cohort into a test group (those who will receive the training) and a control group (those who will not). The groups need to be as identical as possible. Now, measure the before and after of both. If your program moves the needle, you will see a significant difference between the groups.

Embrace Constructive Failure: An impactful L&D approach recognizes the potency of failure. Continuous learning often involves stumbling before excelling. It’s more beneficial to endure setbacks and refine your strategy, leading to a robust, impactful program than to rest on the laurels of superficial metrics that lack depth and business impact. By realigning L&D metrics with business-centric KPIs and fostering a culture that embraces constructive failure, companies can build resilient L&D programs that truly contribute to organizational growth and effectiveness.

2. Personalize Everything

In the age of bespoke experiences, a ‘one-size-fits-all’ approach is becoming increasingly archaic, especially in L&D. Each individual brings unique perspectives, challenges, and goals to the table. Recognizing and catering to these differences is where personalization plays a pivotal role.

Personalization is the heart and soul of creating impactful L&D programs. The Association for Talent Development found that 80% of employees say that personalized L&D experiences are more effective than traditional training programs. Tailoring the learning journey to each participant and their specific use case enhances the relevance and effectiveness of the program. To achieve personalization, it’s essential to focus the experience on developing a set of key skills that are relevant to the participant’s most pressing development needs, and that also help the overall program achieve the goals established at the outset.

How can organizations effectively create personalized programs at scale? One approach is to integrate more 1:1 elements into your programs. For instance, if you’re conducting a workshop, consider supplementing it with individual sessions with an expert afterward. Incorporating internal mentoring can also enhance personalization. It’s crucial to identify the specific outcome each participant aims to achieve. Moreover, it’s beneficial to collaborate with specialists rather than generalists. If the focus is on enhancing negotiation skills, for example, it’s more effective to engage with a negotiation expert than a generic leadership coach. Even in group sessions, personalization can be achieved by including brief individual sessions with the facilitator before the main group event. There are always opportunities to tailor aspects of any program, and the more you do so, the better your outcomes will be.

3. Involve Managers

Most HR departments tend not to involve the managers of the participants in L&D programs. Why? Well, it’s much easier to do it without them. Managers are hard to engage, can be skeptical of L&D initiatives, and it adds operational complexity to a complicated process to begin with. However, the success of an L&D program can rest on the shoulders of managers. Managers possess a unique understanding of their team’s dynamics, strengths, and areas of improvement. By incorporating them into L&D initiatives, you can ensure that training is tailored to address specific team needs and gaps. Moreover, when managers are actively engaged, they can reinforce and apply the lessons learned in day-to-day operations, fostering a culture of continuous learning. Their involvement also underscores the importance of the training, increasing buy-in and participation from employees. Furthermore, managers can provide real-time feedback and insights into the effectiveness of the program, enabling L&D teams to make necessary adjustments for future iterations. In essence, the active participation of managers amplifies the impact, relevance, and success of L&D programs.

4. Recognition & Reward: Igniting Engagement and Motivation

No discussion on L&D effectiveness would be complete without addressing the human aspect – the innate need for acknowledgment and validation. By weaving in mechanisms for recognition and rewards, organizations can amplify the motivation and engagement levels of their participants. To further enhance the impact of your L&D programs, consider implementing recognition and reward mechanisms. Certificates, company-wide recognition, and other forms of acknowledgment can motivate participants, fostering engagement and support. According to data from the Harvard Business Review, 82% of Americans don’t feel their supervisors recognize them enough for their work. Additionally, 40% of Americans also stated they would put more effort into their work if they were recognized more often. By creating a culture that recognizes and rewards efforts, you create a positive feedback loop that engages employees. This approach has also been shown to improve the engagement of non-participants. Recognizing and celebrating their achievements not only bolsters their confidence but also encourages continuous learning and development.

Certificates, for instance, are more than just pieces of paper or digital badges. They serve as a testament to the skills acquired and a source of pride for the learner. But beyond formal certifications, internal platforms can be used to spotlight standout achievements in training. Such company-wide recognition boosts morale, fosters a sense of belonging, and serves as an inspiration for others in the organization. When employees see their peers being acknowledged, it creates a positive feedback loop, instilling a culture where continuous learning and excellence are not just encouraged but celebrated. 


Learning and Development (L&D) stands as a linchpin for sustained organizational progress. Although a significant number of organizations make considerable investments in L&D, the depth and alignment of these programs with overarching business objectives often remain superficial. To truly harness the power of L&D, it’s imperative to reexamine traditional strategies and introduce fresh, often overlooked, approaches. Crafting L&D programs that aren’t afraid to fail, and are focused on aligning with business KPIs along with tangible business outcomes is crucial. Additionally, the era of generic training modules is fading, making way for personalized, tailor-made learning experiences that resonate with individual needs and aspirations. The vital cog in this machinery is the manager—often sidelined, but indispensable for ensuring that training is not only relevant but also consistently applied in daily operations. Furthermore, recognizing and rewarding accomplishments is more than a feel-good factor; it’s a driving force that fosters motivation, engagement, and a culture of continuous learning. In essence, to truly leapfrog L&D effectiveness, it’s not about merely investing in training but redefining its very fabric, ensuring it is aligned, personalized, manager-involved, and reward-centric. That’s why Growthspace is relentlessly focused on the 4 principles above to help make L&D teams more effective than ever.

Omer Glass
Omer Glass
Omer Glass is the CEO and Co-Founder of Growthspace. He is a Forbes contributor and a keynote speaker at leading L&D conferences worldwide. Omer’s passion for learning & development began with his first startup, Careerology, an online school for career development. Following this, he worked as a Management Consultant at Shaldor, Israel’s leading management consulting firm, where he focused on business strategy

Read more

The hidden potential of older workers: A strategic advantage
5 min read

The hidden potential of older workers: A strategic advantage

More experienced workers have lived through numerous technological revolutions—from the introduction of the personal computer to the rise of the internet and now AI. Their adaptability and capacity to learn new tools and technologies have been proven time and again. They are not only capable of understanding and utilizing new technologies but also offer the wisdom to apply these tools effectively within organizational contexts.

Discover the Growthspace difference