FROM THE PRESIDENTLaura Last
You don’t have to work in life sciences training for any length of time before you probably feel it — that steady increase in pressure to prove the value of what we do.
And I do mean prove. Not just to report participation numbers. Not just to talk about learner satisfaction. I mean to actually prove an impact achieved, in ways that resonate with business leaders, align with strategy and withstand scrutiny.
Sounds simple, right?
Our industry is moving fast and learning and development can’t just keep up with that pace; we must stay ahead. Commercial teams need sharper differentiation. Scientific teams need deeper fluency. Operations teams need greater efficiency. And with all that momentum, leaders want to know one thing: How is training helping us get there? How are the L&D teams driving business objectives?
For a long time, many organizations relied on compliance metrics because they were easy to collect and easy to defend: completion rates, attendance reports, required certifications. Those metrics keep us safe and check boxes that need to be checked, but they don’t tell the whole story. They don’t show how learning helps people do their jobs better or how it drives the business forward.
Today, learning leaders are expected to go further. We need measurement frameworks that last. Frameworks that go beyond “checking the box” and instead paint a clear, compelling picture of impact.
Finally, some good news: We can do that. Our work touches every part of the business — performance, behavior, efficiency, risk reduction, customer experience and ultimately patient outcomes. But we must be intentional about how we capture and communicate that value.
Here’s the shift I’m seeing the best teams making: They’re moving from activity metrics to operational metrics — the kind that reflect real change: competency progression, skill improvement, behavior change, sales effectiveness, reduced error rates, improved decisionmaking and increased operational efficiency. These are the indicators that reveal training’s true contribution. These metrics help leaders see learning as an engine, not an obligation.
I’ve put together a few tips that will work wherever you are in terms of measurement. These can help you get started or they can sharpen your approach. Either way, these few simple practices will make a big difference.
Connect your metrics to business goals. Keep things manageable for you and the leaders you report to, and don’t measure everything. Measure what matters to the organization’s priorities and pain points. When you create a learning intervention, make sure you are proactive and determine what the objective is and what you want to measure at the beginning. It should be part of the process, not an afterthought.
Define what success looks like. Align with your business leaders on what measurable success will look like in real terms. Maybe the goal is fewer errors, faster onboarding, improved sales conversations or more consistent decision-making. Build that case, ensure you are aligned and measure it.
Blend quantitative and qualitative evidence. Don’t rely solely on numbers. Your leadership will appreciate hard numbers, but they only tell part of a story. Where appropriate and helpful, include testimonials, manager observations and behavior examples to bring the win to life.
Show progress over time. A single snapshot doesn’t reveal growth; we see that over time. Keep in mind we’re playing a long game here and report accordingly. Trend lines show that training isn’t a one-and-done event — it’s a performance journey. When you are building your measurement strategy for a learning intervention, ensure that you include measurement milestones past the completion of the training.
Share insights, not just data. Finally, remember that executives want the complete picture. They want to know what’s changing, why it matters and what you recommend next. Helping them see the path forward automatically puts you in a stronger position. Make sure that you are telling the story about the learning journey and the impact it has made on people and the business.
Your framework must do more than satisfy quarterly reporting. It must withstand scrutiny, adapt to evolving business needs and give leaders the visibility they need to invest with confidence. The organizations that excel are those that can clearly articulate, with data, not only what training delivered — but what changed.
Here’s something I know you already know: Learning teams deliver more impact than they often get credit for. You should know this too: Credit isn’t automatic, it’s earned through clear, consistent measurement and storytelling.
When we move past compliance metrics and start tracking the real drivers of performance, everything changes. Leaders see our value. Teams understand our purpose. The business invests with confidence.
And most importantly, we elevate our role from “training providers” to “strategic partners.”
Laura Last is executive director, head of global talent development and enterprise learning for BeOne Medicines USA (formerly BeiGene USA), and president of the LTEN Board of Directors. Email Laura at laura.last@beigene.com or connect through linkedin.com/in/lalast.
