Most early talent teams are measuring something. But are they measuring what actually matters? Laura Anderson from HSBC and ISE Board Director and Anna Champion from The Talent Lighthouse explore how to use data to drive better decisions and outcomes.
Continuous measurement and improvement are key to unlocking programme and talent potential and that only happens when data is used to drive decisions, not just populate reports or dashboards.
We came together at ISE’s Development Conference to share our experiences and advice around this gap which many early talent teams recognise but rarely address - the difference between collecting data and using it to drive real change.
What makes a metric matter?
Not all metrics are created equal. Some are easy to collect and look impressive in a slide deck but don’t help to make better decisions. Others may take more effort to track, but they tell you what’s working, what isn’t, and where to focus next.
Our session at conference reframed how attendees think about metrics and explored different metrics across two key areas (although it’s worth noting this is not an exhaustive list):
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Learning & integration metrics (how effectively people are developing and embedding into the organisation), such as:
- Training satisfaction
- Completion rates
- Manager satisfaction/employee engagement
- Skill acquisition rate
- AI readiness
- Time/confidence to productivity or competency
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Strategic impact metrics (how the programme contributes to organisational outcomes), such as:
- Regrettable turnover
- Internal mobility and progression
- Bench strength
- Salary progression/promotion velocity
- ROI ratio
- Net replacement costs saved
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The emphasis isn’t on measuring everything and we need to move away from ‘vanity’ metrics. The key is to select metrics that are meaningful, comparable over time, and connected to what your organisation values.
Ask, what really answers your ‘why’? What helps improve performance and demonstrates value?
Participants in our session worked through a practical exercise to identify vanity metrics versus actionable indicators, spot trends, gaps and opportunities for improvement, and use a simple framework to structure analysis and turn findings into clear recommendations. Because data only becomes valuable when it changes what you do next.
Turning data into action
Data becomes valuable when it leads to a decision. Participants were encouraged to move from reporting activity to improving programme performance and participant outcomes, using a consistent, repeatable approach to analyse what the data is really saying and translate insights into clear next steps.
Some things to think about when selecting your data:
- Is it actionable? (i.e. can you pull a lever?) – For example, training satisfaction is useful, but it matters more when we can link it to something we can influence - like coaching quality, manager involvement, or assessment outcomes.
- Does it help you tell a credible story to leaders? To evidence ROI you are looking for metrics that translate learning into operational language, not just L&D language.
- Does it reflect scale and realism? Metrics should match the size of the programme and what it can realistically influence.
- Is it comparable and grounded in context? A metric matters more when you can compare it - over time, across cohorts, or against an external benchmark. Remember comparisons only work if the context is clear.
The following questions can be used in your organisation to pressure-test current measurement approaches:
- Who’s responsible for data in your organisation?
- What internal data is most useful for measuring early talent impact?
- What else would be useful to have and do you already have access to it?
- What internal signals should you be looking out for?
- What can ISE help with in terms of external insights?
- Does your data link to your strategy and can you tell a story people actually want to listen to?
ROI isn’t proven by the volume of metrics, it’s proven by choosing measures that matter, analysing them consistently, and using your insights to drive better decisions and outcomes.