Communicating the Value of TD: Insights From TD Professionals and the C-Suite

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CEOs view talent development (TD) not just as an operational expense, but as a strategic investment in future success. Historically, most of TD’s efforts have focused on boosting efficiency and cutting costs. However, business leaders are increasingly expecting talent development to pursue learning initiatives that deliver long-term value. To remain influential and relevant, TD professionals must be able to communicate the value of talent development to senior leaders and executives.

CEOs view talent development (TD) not just as an operational expense, but as a strategic investment in future success. Historically, most of TD’s efforts have focused on boosting efficiency and cutting costs. However, business leaders are increasingly expecting talent development to pursue learning initiatives that deliver long-term value. To remain influential and relevant, TD professionals must be able to communicate the value of talent development to senior leaders and executives.

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In Communicating the Value of TD: Insights From TD Professionals and the C-Suite , 356 talent development professionals answered questions about the methods and metrics they use to communicate the value of TD to senior leaders and executives. Additionally, 103 C-suite executives (excluding HR and TD executives) answered questions about what metrics they prefer TD professionals to use to measure performance.

In Communicating the Value of TD: Insights From TD Professionals and the C-Suite, 356 talent development professionals answered questions about the methods and metrics they use to communicate the value of TD to senior leaders and executives. Additionally, 103 C-suite executives (excluding HR and TD executives) answered questions about what metrics they prefer TD professionals to use to measure performance.

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Key findings include:

Key findings include:

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  Most TD functions communicate with senior leaders and executives at least once a quarter. They most commonly use oral presentations and written reports to do so.

  Most TD functions communicate with senior leaders and executives at least once a quarter. They most commonly use oral presentations and written reports to do so.

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  Executives want to see TD’s impact on key performance indicators (KPIs) such as employee satisfaction, productivity improvement, and return on investment (ROI).

  Executives want to see TD’s impact on key performance indicators (KPIs) such as employee satisfaction, productivity improvement, and return on investment (ROI).

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  TD functions experience improved partnerships with other departments and greater advocacy from senior leaders and executives when they communicate the value of TD.

  TD functions experience improved partnerships with other departments and greater advocacy from senior leaders and executives when they communicate the value of TD.

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