While the learning and development (L&D) industry often equates testing and measurement, each has its own distinct processes and characteristics that contribute differently to the results of a learning program. Leaders who focus on one instead of the other may be missing critical opportunities to understand the true impact of a learning program. They may also be missing out on the chance to connect with the learner on a deeper level.

Traditionally, the L&D industry has tended to emphasize testing over measurement. However, this is changing. In a 2020 L&D Global Sentiment Survey, 96% of L&D leaders said they want to measure learning impact. Yet a Brandon Hall Group study shows that less than 20% of companies say they are highly effective at learning measurement.

While L&D leaders know that every testing opportunity should do more than check retention of concepts, they may not be aware of how measurement strategies can complement these efforts and how to analyze data to create more actionable outcomes. Or they may want to include measurement but don’t know where to start.

What about you? As a leader, where can you benefit from learning more about measurement strategies? Understand your strengths and areas of growth to build confidence in blending testing and measurement together. This can help set you up for success as you apply the 3 Ps of measurement — practice, proficiency and performance — to improve the learner experience.

Let’s take a deeper look at these concepts.

The Difference Between Testing and Measurement

Testing evaluates how well learners retain and understand concepts — whether they can answer certain questions based on the content they learned in a training program. It may not provide actionable data or demonstrate how the learners apply what they’ve learned to their roles in the organization.

Although many learning solutions include quizzes, tests or other assessments, they don’t usually have mechanisms to measure the data in a way that proves the learning experience has been valuable to the learner in translating knowledge to on-the-job skills and behaviors. As a result, while post-training assessment is useful, it’s often insufficient on its own because it doesn’t fully evaluate the learning experience or provide detailed feedback on performance.

Measurement, on the other hand, provides a more complete picture. It involves gathering data and then turning it into actionable information to determine how effective a learning program is in preparing learners to handle challenges on the job and how confident they feel in taking action. When you incorporate measurement into learning programs, you can focus on three critical aspects — what AllenComm calls the 3 Ps: practice, proficiency and performance.

The 3 Ps

1. Practice: Learning initiatives should include relevant practice opportunities that simulate the real work environment. Rather than “Can you answer this question?” the focus is on demonstrating how certain content applies to the work employees have to do. Practice goes beyond learners’ understanding of the content and looks at their ability to apply it on the job or within a scenario-based virtual environment.
2. Proficiency: This refers to learners’ potential, ability and competence to complete certain tasks — the expertise they have gained to do their jobs well.
3. Performance: It’s important to assess how well employees can or cannot execute a task — their ability to turn practice into real skills. The more proficient they are, the better they tend to perform on the job.

Focusing on the 3 Ps helps organizations make real progress in improving learning programs compared to just relying on testing alone. Learners can feel more confident in the work they do, and even more connected with the learning experience. If they feel like their results matter — and that their test “scores” won’t be held against them — they’re more open to making mistakes, receiving feedback, and growing personally and professionally.

As learners grow in this way, the organization benefits as well. Tasks are more likely to be completed the right way, and in the right timeframe. This can also allow L&D leaders like you to gather stats, results and other data, which you can use to communicate the value of the learning experience to other departments and stakeholders within your organization. From a long-term perspective, capturing and analyzing 3 Ps data early on and regularly will help better equip you to refine and improve the learning experience over time.

Applying Measurement to L&D Initiatives

Start by considering what works well with your current testing strategy. Identify how your organization may already be using measurement strategies to complement it or identify areas where adding more of a measurement focus can get better results.

Then, define the type of data you want to capture. This may include data related to:

• Practice, proficiency and performance
• Learner confidence, engagement and behaviors
• Accuracy
• Completion rates
• Time spent on tasks
• Verisimilitude, or how accurately the learning program reflects real-world circumstances
• Other information that can be used in stakeholder conversations to demonstrate the investment is worth it

Next, think about what’s realistic. Not every option is feasible, so targeting what’s practical can ensure everyone gets the most out of the learning experience within the resources you actually have available. Be creative in the way you use new or existing tools, strategies or partnerships to bring measurement strategies to fruition.

Finally, create a plan of action for implementing learning measurement strategies during upcoming learning initiatives.

Assessment and Measurement Strategies

Having helped hundreds of organizations with L&D initiatives, AllenComm is highly experienced in assessing learning experiences and training outcomes. Each solution should have a customized measurement approach that’s specific to the organization’s goals and their learners’ needs. Here are some common measurement strategies organizations use to measure learning impact:

• Pre-assessment (baseline): Establish baseline levels of knowledge and proficiency, and measure learner confidence to better understand conscious vs. unconscious competency. This helps inform what learners need to prioritize to become more proficient. It can also accelerate the experience for learners who may already have a higher level of proficiency to begin with.
• Robust practice and reinforcement: Offer practice (or retrieval) activities that also measure key learning analytics, which inform how much practice is needed to achieve learning objectives. Real-time remediation helps support learners by reinforcing concepts and capabilities they may forget without iterative practice.
• Simulations: When learners participate in realistic simulations of the work environment, they can contextualize their knowledge and practice applying it in various real-world situations to evaluate performance. This evaluation can also help leaders determine whether the overall training is successful or if it may need some adjustments moving forward to achieve better outcomes.

There are countless other strategies, and not all projects use the ones highlighted above. The idea is to implement an approach that targets practice, proficiency and performance and uniquely captures the data your organization needs to ensure goals continue to be met for long-term sustainable results.

Conclusion

While measurement has traditionally been underutilized in L&D initiatives, there is growing awareness of its value. With clear strategic objectives, you have an opportunity to utilize measurement data to fine tune your training initiatives and improve the quality and effectiveness of the learning experience. By using the 3 Ps outlined in this article — and incorporating opportunities to assess them — L&D professionals can make training more relevant, enjoyable and successful.