Credentials have long helped professionals build expertise and stand out in the job market. They also offer organizations a structured way to develop and validate skills and capabilities across the workforce.

While not new, credentials play a notable role in today’s workplace as employers place greater emphasis on skill and capability building and job seekers face steep competition in the market. In this environment, credentials can help professionals demonstrate that they have the knowledge and skills needed to contribute from day one.

Bradley Davis, vice president, accreditation and learning at the International Accreditors for Continuing Education and Training (IACET), says professional certifications can offer an additional layer of validation by demonstrating not only that someone has completed a learning experience, but that they have demonstrated specific knowledge or skills.

“Certification, at its core, is third-party verification that you can do the work, not just that you have a participation certificate because you attended something,” Davis says.

The Value of L&D Certifications

While credentials have traditionally been popular in fast-paced industries where regulations and standards change quickly, like information technology (IT) and healthcare, many industries now recognize their value, including learning and development (L&D).

For example, many employers actively seek out candidates with the CPTM credential. After more than 16 years working in L&D, Christen Stroh, CPTM, learning and development project and program manager at Bechtel Plant Machinery, Inc., decided to pursue the Certified Professional in Training Management (CPTM™) credential after noticing more of her peers adding it to their LinkedIn profiles.

For Stroh, the program helped organize knowledge she gained through experience into a clear framework she could reference. It also gave her greater credibility when advocating for L&D best practices and provided an in-depth professional development opportunity focused on foundational-yet-practical concepts she could apply.

However, a credential’s value depends on the credential itself, the organization that awards it and the quality of the knowledge and skills it develops. Training Industry, Inc.’s career and salary research indicates that simply holding a certification doesn’t necessarily correlate with higher pay. The value depends on the specific credential and the skills and competencies it represents.

For instance, because CPTM is based on the Training Manager Competency Model™, “We were able to see that there were actual competencies and responsibilities in that model that correlated significantly with higher salaries,” says Alyssa Kaszycki, learning product manager at Training Industry, Inc. “So, it’s not just that they had a certification, it’s because that specific certification taught them higher-value skills.”

Professionals can also maximize the value of a certification by actively applying what they learn. Kaszycki suggests creating a plan to use the knowledge and skills from the program in their current role and taking advantage of additional opportunities, such as alumni communities and networking. Doing so can help professionals get more value from their initial investment over time.

How to Select a Certification Program

With so many credentials available, L&D professionals should carefully evaluate programs before investing their time and money.

Consider the following:

• Look for a transparent body of knowledge: A quality credential should clearly outline the knowledge, skills and competencies it covers. Davis considers it a “red flag” when providers keep this information behind a paywall, membership requirement or course registration.
• Compare similar credentials: Look at what other organizations offer in the same or related area. Comparing programs can help L&D leaders understand how different credentials approach the field and whether their competency models reflect shifting industry needs.
• Consider the credential’s career relevance: A credential should align with the type of work you want to do and the skills you want to develop. Don’t just get a certification because it’s popular. Consider whether its competencies support your career goals and the direction you want to take professionally, Davis shares.
• Consider accreditation: Accreditation can provide an additional layer of assurance that a credential provider meets established standards and practices. Davis recommends understanding who provided the accreditation and whether that accrediting organization itself is subject to external standards or oversight. A credible accreditation process involves regular review or auditing to verify that an organization continues to meet the required criteria.

Getting Buy-In for a Credential

With many organizations scrutinizing L&D budgets, getting buy-in for a credential can be challenging.

Here are some best practices that can help:

1. Make the Business Case Clear

First, Kaszycki says, be prepared with a business case. This includes identifying an issue that you believe the certification will solve. In other words, be prepared to answer, “Why should the organization spend its budget on this?”

For example, saying “This certification will teach me how to measure training programs more effectively” may not be as effective as explaining the business problem it could help solve: “Right now, we don’t know which training efforts are having an impact, so we don’t know how to prioritize our resources. This certification will help me develop the skills to measure training effectiveness and make more informed investment decisions.”

Stroh recommends positioning the credential as something “different, unique and advantageous with a return on investment for years to come.” Doing so will help leadership see past the initial investment to long-term ROI.

2. Understand Their “No”

If your request is denied, ask why. Kaszycki recommends finding out what specifically makes the credential a poor fit and, if this certification is not the right option, what type of professional development the organization would be willing to fund. “This can help you understand, is this just an issue of your personal goals aren’t aligned with the priorities of the person who holds the purse strings, or is the idea of any sort of professional development budget out of the question?”

Understanding the reason behind the decision can help you determine whether to pursue a different credential or revisit the conversation later on.

3. Connect the Credential to an Existing Business Priority

When making the case for a credential, look for ways to connect it to initiatives that already have leadership support and funding. For example, if your organization is investing in a new learning technology implementation, consider whether a certification could help you contribute more effectively to that project and whether the cost could be incorporated into the existing initiative’s budget.

4. Consider Partial Payment Options

If the full cost of a credential is difficult for the organization to approve, explore whether the certification provider offers partial payment or other flexible payment options, Kaszycki suggests.

Building Confidence and Credibility

The right L&D credential can help L&D leaders build both confidence and credibility in their roles. For instance, Kaszycki shares, “I think the core of CPTM is a mindset shift for people to really prioritize the business and strategy as their North Star for everything they do. That’s not something that a lot of L&D professionals are trained to do.”

Part of that mindset shift involves giving L&D professionals the tools to speak the language of the business rather than the language of learning. Developing these skills can build confidence, deepen their understanding of business priorities and perspectives and help them engage more effectively with key stakeholders. In turn, credentials can strengthen the L&D function’s value to the organization while helping professionals establish credibility as strategic business partners.