Module 1/4 26 min
Which metrics are worth measuring?
Step 1 / 3·Don't measure busyness
0/3 steps done
Learning objectives — after this module you will:
- Distinguish vanity metrics from truly meaningful ones
- Choose training KPIs by Kirkpatrick level
- Draw lessons from Bank of America's data research
Learn ~7 min
Don't measure busyness
Recognize and eliminate meaningless metrics.
Vanity metrics vs value metrics
Vanity (busyness)
“Courses run: 48. Total learning hours: 12,000. Participations: 3,500. Satisfaction: 4.6/5.”
Measures how BUSY the training team is, not who can DO anything differently. Leaders don't care.
Value metrics
“% of learners applying the skill after 60 days (Level 3); time for a new hire to reach standard productivity down from 6 → 4 months (Level 4); % of positions filled internally rising.”
Measures CHANGE and RESULTS — speaks the language of business.
Training KPIs by Kirkpatrick level
| Level | What it measures | Example metric |
|---|---|---|
| L1 Reaction | Perception (for improvement only, not proof of value) | Usefulness score, course NPS |
| L2 Learning | Knowledge/skill gained | Pre–post test scores, pass rate |
| L3 Behavior | Behavior change at the workplace | % applying after 60 days, manager assessment |
| L4 Results | Business outcomes | Productivity, quality, retention, time-to-standard |
Key takeaway: Drop vanity metrics (busyness); measure to Level 3 (behavior) and Level 4 (business results).