Training: Learning to Measure Both Hard and Soft Metrics

Because the first aim of training is to improve the way people do things, all training programs should be evaluated by measuring “hard” metrics – which are almost always measurements that can be translated into numbers and evaluated. They could include data on:

• Are our salespeople making more sales calls, closing more sales, or increasing the size of the average order?
• Have our product assemblers increased their output and reduced the number of quality defects?
• Are our phone reps now resolving more customer issues on the first call?
• How many more positive reviews are we getting online?
• Six months after training ends, are more customers placing repeat orders?

Without hard metrics like those, how will you know whether your training has achieved its goals or repaid your investment?

But it is important to measure soft metrics too. Often misunderstood, they have to do less with observable performance, and more to do with attitudes. They too can be measured before and after training as a way to evaluate results. Some examples:

• Do members of your hotel’s front desk staff feel calmer and more confident about resolving customer complaints?
• Do your new hires now feel more enthusiastic about working for your company than they did before training began?
• Do employees now expect to remain at your company for longer periods of time?
• Has training improved employees’ attitudes?

The Art of Measuring Soft Metrics

There is an incorrect assumption that it is difficult to collect data on soft metrics. In fact, soft metrics can be measured by having trainees complete surveys or by having interview with members of your training or HR team.

Another way to gauge soft metrics is to measure behaviors. After training your call center staffers, for example, do they arrive more punctually and call in sick less often? That could indicate improved motivation and morale. Or after training your retail salespeople, has the rate of their retention improved after six months or a year? That could indicate that your training made their jobs less stressful and more satisfying.

Another reason to measure soft metrics is that they help you identify any “extra” benefits your training achieved. If the primary purpose of your training was to teach your restaurant workers to deliver better customer service, for example, but they also became bigger believers in your brand.

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Evan Hackel

A dynamic, innovative, thoughtful and inspiring leader with 30 years of experience in franchising, distributed networks and cooperatives. Successful history of: (i) turning around a $700 million distressed franchise system into a $2.0 billion revenue business in four years, (ii) reviving and re-energizing a $3.5 billion revenue franchisor and (iii) founding three franchise systems. Experienced corporate board member.

Currently, a consultant to some of the largest franchise systems in North America. A franchise industry leader, widely published, keynote speaker, member of the New England Franchise Association Board, and Co-chair of the International Franchise Associations Knowledge Share Task Force.|A dynamic, innovative, thoughtful and inspiring leader with 30 years of experience in franchising, distributed networks and cooperatives. Successful history of: (i) turning around a $700 million distressed franchise system into a $2.0 billion revenue business in four years, (ii) reviving and re-energizing a $3.5 billion revenue franchisor and (iii) founding three franchise systems. Experienced corporate board member.

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