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Christina Wien is a sales enablement leader with over 20 years of experience in sales and sales enablement. Her firsthand experience as a seller gives her a deep understanding of the challenges and pressures sellers face, enabling her to equip them with the right tools at the right time. As a recognized leader in Sales Enablement, Christina emphasizes one core behavior: confidence. When selling with agility, accountability, and solution expertise, confidence soars—and success follows. When asked which sales model is best, she believes, 'The best sales model is the one that works for you.' 

Christina Wien

When you’re looking to maintain, protect, or grow the budget that powers your corporate LMS (not to mention the rest of your L&D ecosystem!), you need to be able to make your case to business-minded stakeholders. These C-suite executives want hard data that points to tangible business impact—and, when you know where to look, that’s exactly what you can give them.You’ve got a wealth of areas across your organization that benefit from L&D, and they all have a data-backed story to tell. When you know what kind of results you can expect your L&D investments to deliver, you can start planning ways to measure those results and couch them in terms your C-suite will appreciate. That means looking beyond the course usage and completion metrics that, while an essential part of your learning analytics, need to be combined with business impact data to make the most compelling case to the people holding the purse strings.Read on to discover the quantifiable outcomes your C-suite wants to see, including:Increased levels of engagementA strong reputation for learningPowerful internal mobility practicesEmployee Retention and AcquisitionYou’ll likely be aware, in broad terms, that good L&D can have a positive impact on employee retention and acquisition. These are fantastic factors to consider when you’re looking to demonstrate quantifiable returns on your L&D investments, provided you can guide stakeholders through the chain of linkages that connect learning to cost savings. So, what’s the evidence that L&D reduces turnover and increases an employer’s appeal for prospective applicants? And how can you leverage that information to impress your internal stakeholders? Read on.Articulating the Value of a Strong Reputation for LearningAccording to 2023 research, organizations that don’t offer development opportunities risk losing talent—in fact, that lack of development was respondents’ most commonly cited reason for quitting. The conclusion here is simple enough: when you’ve got a robust, tech-backed culture of learning, your organization is going to be more appealing to all those prospective hires looking for development-rich career opportunities. We’ve established that L&D can, in theory, have an impact on your reputation and on the talent acquisition that follows. But how might you turn this observation into a solid case for the business impact of your L&D investments?If you just wanted to show that your L&D efforts have left you with a good reputation for employee development, that’s fairly straightforward to achieve. You might, for example, incorporate a survey question into your application process, asking applicants why they’re interested in your organization. If applicants are citing your learning culture, you’ll know your reputation is growing in the right direction. But on its own, that information just isn’t enough. It might get across some positive sentiment directed toward your L&D function, but it doesn’t tell upper management how your learning-first reputation leads to business impact.Instead, you’ll want to identify some of the measurable benefits associated with your talent acquisition. If you’ve got a reputation for those sought-after employee development offerings, you can expect a wider pool of candidates—which means you’ll have more high-caliber hires to choose from. Demonstrate that high caliber to your CFO by taking note of factors like reduced time to competency or increased productivity in departments that receive new hires. You’re then just a step away from a set of highly tangible data that business leaders will find much more persuasive.Communicating the Links Between Engagement and Your Bottom LineGiven the popularity of employee development among workers, it’s no wonder that L&D is often linked to higher levels of employee engagement. According to research sponsored by Bridge, learning opportunities were the most commonly cited factor among respondents looking to nurture engagement. Gaining employee engagement data is straightforward enough with the right tools. In fact, Bridge itself offers employee engagement software that allows you to send out regular pulse surveys to check in on engagement levels. So, if you’re looking to establish how your L&D program leads to better business outcomes, you’d be wise to prove that your learning investments are affecting engagement. You might achieve this by conducting before-and-after snapshot surveys to see if your engagement levels improve following a new learning initiative.However, once again, engagement statistics alone aren’t necessarily enough to sell your learning investments internally. To the people holding the purse strings, the question’s going to be “so what?”, and—with the right preparation—that’s a question you can answer with hard figures.According to Bridge’s report, the area most commonly affected by employee engagement is retention. So, once you’ve established that your learning investments are engaging your people, you can start to examine your turnover figures. If your more engaged employees are sticking around for longer periods of time, you’ll be able to point to the substantial, dollars-and-cents cost savings that’ll likely justify any initial L&D expenditure.Connecting Mobility Metrics to Clear Cost ReductionsPromotions and other kinds of internal movement are made possible in part by learning—and, handily, this is something that your HR function will have plenty of data on. If your people are using your learning ecosystem to qualify for internal vacancies, you’ll be able to link the course usage data in your LMS to the talent mobility data held by your HR team. The result? A compelling business case for your learning function: one in which L&D is the lynchpin of talent mobility.That said, higher rates of internal movement aren’t necessarily going to impress your CFO without a little extra context. If you want buy-in for mobility-enabling software, you’ll have to contend with a key question: what’s the business impact of better internal mobility?Once again, turnover numbers are your friend here. Research shows that turnover is less likely when employees are able to move internally. And that’s especially true of workers born after 1996, who—according to LinkedIn—are much more likely than older generations to agree with the statement that “through learning, I can explore potential career paths at my company”.So, your challenge isn’t just to show that your learning ecosystem has led to a rise in internal mobility. It’s to show that these upward or lateral movers are sticking around for longer rather than seeking opportunities elsewhere, reducing the various costs associated with hiring new talent.Reskilling and UpskillingAccording to a survey from GP Strategies and Watershed, less than half of respondents agreed or strongly agreed that their organization uses data to understand skills gaps. That’s a lot of room for improvement, especially when 69 percent of organizations reported having a skills gap in 2023—compared to 55 percent in 2021. This is an alarmingly large number that’s growing at an equally alarming rate, and there’s no question that when employees don’t have the skills they need to do their jobs effectively, you’re going to see lower productivity and decreased employee performance.Clearly, the ability to close those gaps through learning and skills development practices has huge implications for any business’ bottom line: It’s no wonder that Watershed names new skills qualifications as one of the more valuable L&D targets to measure. Regulatory ComplianceIn general terms, your discussions about L&D investments will center around how your learning resources make an impact. But there’s one exception. In the world of compliance, there’s a strong case to be made for the avoidance of impact—especially when it comes to the serious penalties that noncompliance can bring.If your learning technology can keep your people compliant—whether that’s by consistently training employees on the same standards, keeping everyone up to date, or providing that all-important compliance documentation—you’ll protect your organization from outcomes as serious as major fines or even being shut down. This is especially true of organizations in high-consequence industries, which often face additional compliance challenges around multilingual needs and data security.A little digging into the penalties your organization is exposed to can go some way toward justifying any L&D expenditure that puts compliance first. According to the US Securities and Exchange Commission, 2023 saw fines for financial noncompliance alone totaling around $5 billion. Against even a small slice of a figure like that, you’ll have no problem making the case that the cost of a compliance-first LMS (for example) is more than justified.And good compliance training doesn’t just help you avoid fines. It can also offer savings like lower insurance costs—a tangible figure that will go some way toward mitigating your initial learning tech expenditure.

How to Prove the ROI of Learning & Development: Unlocking the Metrics That Matter 

Christina Lorenzo is an award-winning creative medical education designer with extensive experience in medicine, science, multimedia, and adult learning that translates into innovative and effective learning solutions. She currently runs her own medical illustration business, Creative Med Ed Design, and works as a manager of game-based learning at the American College of Chest Physicians.Lorenzo earned a master’s degree in biomedical visualization from the University of Illinois at Chicago, and a bachelor’s degree in human physiology from Boston University. In between her academic studies, she gained a deep understanding of patient-centered care, surgical procedures, and multidisciplinary in-hospital teams through her career in clinical research in emergency medicine at Brigham and Women’s, cardiac electrophysiology at UC San Diego, and kidney transplantation at the California Institute of Renal Research. Lorenzo’s knack for efficiently onboarding principal investigators and fellows on exhaustive protocols and for developing techniques to ensure patient compliance was the catalyst for her to specialize in educating clinicians and patients and ultimately launch CME Design.At the American College of Chest Physicians, Lorenzo is experimenting beyond the traditional boundaries of CME with bite-size, branching games and gamification techniques. Her passion is further fueled by her role as the liaison to the innovations subcommittee, with whom she collaborates to design and test new online learning techniques.Lorenzo is a member of the ACCME, IACME, Learning Guild, and AMI and actively shares her best practices and expertise with fellow educators through think tanks, conference sessions, and webinars.

Christina Lorenzo

December 2022 - TD Magazine

A review of Learning at Speed: How to Upskill and Reskill Your Workforce at Pace to Drive Business Performance by Nelson Sivalingam

Win the Performance Improvement Race

In this week’s Ask a Trainer guest post, Christina Danforth explains the importance of developing a filter when you’re starting your own business.

Ask a Trainer: How Can I Get Over Negative Advice When Starting a Business?

January 2024 - TD Magazine

A review of Fast Forward: 5 Power Principles to Create the Life You Want in Just One Year by Wendy Leshgold and Lisa McCarthy

One-Year, One Life-Changing Action Plan

While the goal is the same when onboarding and engaging virtual and in-person teams, the methods required may differ. Same why, different how.

Onboarding Your Virtual Team Members, Part 1

Dr. Suzanne Ehrlich completed her undergraduate degree at Xavier University in Cincinnati, Ohio. She is currently an Assistant Professor in the Educational Technology, Training and Development program at the University of North Florida. She has presented and engaged in community-based learning since the start of her career in interpreter education. Dr. Ehrlich has and continues to serve as co-chair of the scientific committee for the World Association of Signed Language Interpreters (2015 & 2019) conference.Her service has included the co-development and advisory role in the development of mentorship programs for novice interpreters in her local community. She was also recently appointed to the Program Committee for Designers for Learning , a non-profit service-based group focused on instructional design for the community. During her time in the Community Scholars Program, she examined the use of digital service learning in curricula. As part of her development, she presented at the Eastern Educational Research Association (EERA) titled Exploring Service-Learning in a Digital World: Reconstructing pedagogical practices in a Teacher Education Program with Dr. Christian Winterbottom.

Suzanne Ehrlich

The ATD Talent Development and Training in Healthcare Handbook (ATD Press, November 2021) addresses the many opportunities and challenges TD professionals face in the growing and rapidly changing healthcare space. Effective talent development is the thread that weaves through an entire healthcare organization to ensure it is up to standard with the latest practices in treating patients while providing a safe and engaging environment for staff. TD professionals have the unique role of tying together organizational and employee advancement in healthcare systems—and likewise, this handbook dives into areas for both business and professional evolution.Written by 25 fellow healthcare practitioners with extensive experience in the field—from nurses, physicians, and administrators to instructional designers, chief learning officers, technology experts, and leaders across the industry, it covers six key themes across 26 chapters:Learning and Development BasicsOrganization DevelopmentEmployee DevelopmentBusiness Acumen for the Health SystemDigital Transformation and LiteracyPatient-Centric CareChristine (Chris) Reyes, director of Dimensions Acute Training with Novant Health, is the author of a chapter focused on electronic health records in the ATD Talent Development and Training in Healthcare Handbook. In this spotlight Q&A, learn more about Reyes and her contribution to the book.How have your experiences in healthcare technology shaped the best practices you shared?With more than 25 years of healthcare experience, I’ve had the opportunity to serve in various roles that depend on strong collaboration and communication across the organization. Understanding how each department affects another and how seemingly simple system or process changes can impact others is vital to sound solutions and transformational change.At a previous job of mine, we often hosted other organizations on site visits to share our best practices and learning experiences. I found so much value and growth in sharing knowledge and learning from others. In the Electronic Healthcare Record (EHR) chapter, I tried to share topics that have been instrumental to the success of our training program as well as those questions that are the most often asked by other organizations and learning healthcare professionals related to EHR training.How do you foresee the advancement of talent development for EHR implementation and usage within healthcare? For example, in an ideal world, how do you see this area flourishing for employee or organization development?With the pace of change in both technology and healthcare, I think it is essential for learning to take place at the moment of need. It is important for learning experiences to provide the tools and knowledge that the clinicians need, when and where they need it. It is also imperative for L&D professionals to collaborate with operational areas to ensure the impact of learning is measured and learning can be aimed to close skill gaps.What is something unexpected you learned while working on this book?As I was doing research for the chapter, I found many interesting success stories of an EHR transforming the access to and quality of patient care in many areas of the country.Is there something professional or personal you are proud of accomplishing in the past year?I’m proud to be a co-author of the ATD Talent Development and Training in Healthcare Handbook that was recently published! It was an exciting project, and it was an honor to participate in a project with so many talented professionals. I wish this handbook had been available when I’d started my career in the healthcare learning arena!What is a fun fact about yourself or one sentence of advice you’d like to share?“It’s not what you know that matters; it’s using what you know to help others do greater things than you’ve ever done.” —Giancarlo Brotto

Electronic Health Records Training: Q&A With Christine Reyes

2021 Best Practices  - TD Magazine

Bank of America launched The Academy to serve as the onboarding and development organization that prepares teammates for client-facing roles.

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