Measuring the impact of management development doesn’t need to be complicated. I use four flexible levels of measurement, depending on what you want to understand.
You might simply want to know how managers respond to the development, or go further and explore whether they’re applying what they’ve learned, whether it’s making a difference to performance, and whether those changes last.
How far you go is entirely up to you.
Inspire
Did it land in the room?
Apply
Are managers trying what they learnt back in the workplace?
Impact
Are you seeing changes in management performance?
Embed
Have the changes stuck?
Knowing something is not the same as doing it
The value of management development comes down to what managers do differently as a result.
That’s why measurement starts with what you want to change. Together, we agree what success looks like, choose the level of measurement that makes sense, and keep it proportionate to what you’re trying to achieve.
Enough to know whether it’s working, without turning measurement into a project of its own.
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