Company executives logically expect learning activities to convert into results that matter to business and ask for evidence about the value of their investment in learning & development activities.

It is difficult to isolate the effects of a specific training program from other potential sources of business improvement, and a complex ROI (Return on Investment) calculation is more dedicated to strategic and costly programs. But metrics of efficiency and success, in line with training objectives and meaningful to the training programs sponsors, can be set up for any learning initiative.

To support the transfer of learning in the workplace, deliberate practise must be encouraged after learning events, using reinforcement actions and involving line managers.