The Metrics That Matter: New Insights on Demonstrating TD’s Value

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Today, CEOs view talent development (TD) not simply as an operational expense, but as a strategic investment in long‑term organizational success. Because of this, TD professionals must be able to clearly articulate and quantify their value. But what exactly resonates with executives? And how can TD professionals better demonstrate the value they deliver?

Today, CEOs view talent development (TD) not simply as an operational expense, but as a strategic investment in long‑term organizational success. Because of this, TD professionals must be able to clearly articulate and quantify their value. But what exactly resonates with executives? And how can TD professionals better demonstrate the value they deliver?

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To investigate these questions, ATD Research published Communicating the Value of TD: Insights From TD Professionals and the C‑Suite in March 2026. In this study, 356 TD professionals and 103 C-suite executives answered questions about which metrics matter most when communicating the value of TD.

To investigate these questions, ATD Research published Communicating the Value of TD: Insights From TD Professionals and the C‑Suite in March 2026. In this study, 356 TD professionals and 103 C-suite executives answered questions about which metrics matter most when communicating the value of TD.

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Aligning TD initiatives with organizational key performance indicators (KPIs) can be an effective way to demonstrate value. ATD Research asked C-suite executives which KPIs TD functions prefer to use to measure performance, and found that the three most cited were employee satisfaction, productivity improvement, and return on investment (ROI). The good news is that employee satisfaction and productivity improvement are popular KPIs amongst TD professionals. However, ROI is less popular.

Aligning TD initiatives with organizational key performance indicators (KPIs) can be an effective way to demonstrate value. ATD Research asked C-suite executives which KPIs TD functions prefer to use to measure performance, and found that the three most cited were employee satisfaction, productivity improvement, and return on investment (ROI). The good news is that employee satisfaction and productivity improvement are popular KPIs amongst TD professionals. However, ROI is less popular.

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In ATD’s Handbook for Training and Talent Development , Jack J. Phillips and Patricia Pulliam Phillips emphasize that “executives love to see the direct impact and ultimately the ROI of major investments.” They explain that using ROI “positions talent development as an investment, rather than a cost that can easily be cut. Training and talent development investments then rise to the same level of importance as marketing, supply chain, operations, and IT.”

In ATD’s Handbook for Training and Talent Development, Jack J. Phillips and Patricia Pulliam Phillips emphasize that “executives love to see the direct impact and ultimately the ROI of major investments.” They explain that using ROI “positions talent development as an investment, rather than a cost that can easily be cut. Training and talent development investments then rise to the same level of importance as marketing, supply chain, operations, and IT.”

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C-suite executives are also interested in knowing various TD-specific metrics, such as content development costs. Seventy-eight percent are very interested in learning about content development costs, and 21 percent are somewhat interested. Yet, according to ATD’s 2025 State of the Industry report, only 54 percent of TD professionals use this metric to demonstrate the success of TD. This is an area where TD professionals may have an opportunity to better align with executive expectations. The good news is that executives and TD professionals are more aligned on other metrics. Most C-suite executives are very interested in hearing about the number of learning hours delivered and the number of employees trained, and these are metrics that TD professionals more commonly measure and use to demonstrate the value of their function.

C-suite executives are also interested in knowing various TD-specific metrics, such as content development costs. Seventy-eight percent are very interested in learning about content development costs, and 21 percent are somewhat interested. Yet, according to ATD’s 2025 State of the Industry report, only 54 percent of TD professionals use this metric to demonstrate the success of TD. This is an area where TD professionals may have an opportunity to better align with executive expectations. The good news is that executives and TD professionals are more aligned on other metrics. Most C-suite executives are very interested in hearing about the number of learning hours delivered and the number of employees trained, and these are metrics that TD professionals more commonly measure and use to demonstrate the value of their function.

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For additional insights and an action plan you can use to improve how you communicate the value of TD to senior leaders, check out Communicating the Value of TD: Insights From TD Professionals and the C‑Suite .

For additional insights and an action plan you can use to improve how you communicate the value of TD to senior leaders, check out Communicating the Value of TD: Insights From TD Professionals and the C‑Suite.

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