Most organizations can tell you exactly how many people attended training, how many completed it, and how satisfied they felt afterward. What they can't tell you—at least not with confidence—is whether any of it actually changed performance.
And that's not a data problem. It's a leadership problem.
In this episode, I challenge one of the most deeply embedded habits in learning and development: measuring what's convenient instead of what's useful. Attendance, completions, and engagement metrics feel objective. They're easy to collect, easy to defend, and easy to explain in a single slide. Over time, they've become the default—not because they answer meaningful business questions, but because they make us feel safe.
The danger isn't that we measure activity. It's that we stop there.
Activity metrics tell us what happened, not whether it mattered. They can inform design decisions and identify friction in the learning experience—but they can't tell leaders whether people can perform under real conditions, whether work became easier or harder, or whether systems and policies are actually enabling success.
When pressure increases—tight timelines, rising risk, slipping performance—leaders don't want reassurance. They want insight. They want to know where performance is breaking down and what to do next. And activity data simply isn't built to answer those questions.
In this conversation, I unpack why our reliance on convenience metrics is eroding trust in evaluation—and how the Kirkpatrick Model was never meant to validate activity, but to guide better decisions.
Takeaways:
Stop reporting data that comforts you but confuses leaders
Treat Level 1 and 2 data as design inputs—not proof of success
Ask whether interventions made work easier or harder
Use evaluation to test assumptions, not confirm habits
Shift from volume of data to clarity of insight
🎧 Listen to the full episode to rethink how evidence should actually support performance—and why this shift matters now more than ever. Subscribe to the Kirkpatrick Podcast to continue the conversation.
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