Personnel Today
  • Home
    • All PT content
  • Email sign-up
  • Topics
    • HR Practice
    • Employee relations
    • Learning & training
    • Pay & benefits
    • Wellbeing
    • Recruitment & retention
    • HR strategy
    • HR Tech
    • The HR profession
    • Global
    • All HR topics
  • Legal
    • Case law
    • Commentary
    • Flexible working
    • Legal timetable
    • Maternity & paternity
    • Shared parental leave
    • Redundancy
    • TUPE
    • Disciplinary and grievances
    • Employer’s guides
  • AWARDS
    • Personnel Today Awards
    • The RAD Awards
  • Jobs
    • Find a job
    • Jobs by email
    • Careers advice
    • Post a job
  • Brightmine
    • Learn more
    • Products
    • Free trial
    • Request a quote
  • Webinars
  • Advertise
  • OHW+

Personnel Today

Register
Log in
Personnel Today
  • Home
    • All PT content
  • Email sign-up
  • Topics
    • HR Practice
    • Employee relations
    • Learning & training
    • Pay & benefits
    • Wellbeing
    • Recruitment & retention
    • HR strategy
    • HR Tech
    • The HR profession
    • Global
    • All HR topics
  • Legal
    • Case law
    • Commentary
    • Flexible working
    • Legal timetable
    • Maternity & paternity
    • Shared parental leave
    • Redundancy
    • TUPE
    • Disciplinary and grievances
    • Employer’s guides
  • AWARDS
    • Personnel Today Awards
    • The RAD Awards
  • Jobs
    • Find a job
    • Jobs by email
    • Careers advice
    • Post a job
  • Brightmine
    • Learn more
    • Products
    • Free trial
    • Request a quote
  • Webinars
  • Advertise
  • OHW+

Learning & developmentOpinionTraining programme designTraining strategies

Five tips to secure top-level buy-in for learning initiatives

by Doug Stephen 9 May 2016
by Doug Stephen 9 May 2016

Learning teams often meet a roadblock when it comes to securing ongoing investment in their programmes. Doug Stephen, senior vice president of the learning division at CGS, offers five ways to get C-suite executives to see the value of L&D.

According to Kenexa, 84% of employees in best-performing organisations are receiving the training they need. Yet in the worst performing organisations, only 16% receive the training that they require.

Learning resources

Learning budgets survey 2015

Benchmarking: What is your organisation’s annual L&D budget per full-time employee?

This divide speaks volumes as to why learning is, or should be, a central issue for senior executives.

Learning professionals know the value of investing in the career development of employees. But before the resources or budget for any new initiative or programme can be approved, they need to gain the buy-in and trust of the CEO and other top-level directors.

For many learning teams, this can be a recurring problem. In a recent survey we conducted of nearly 200 senior professionals responsible for corporate learning initiatives, one of the top challenges professionals reported facing was obtaining the necessary resources, including budget, to implement learning and development (L&D) programmes.

So, what can learning professionals do to gain this vital C-level support?

1. Collaborate with the business

According to the survey, most professionals in charge of learning initiatives are not including the most influential stakeholders in their process. And 60% of learning teams are collaborating with other business units fewer than four times per year.

L&D programmes win executive buy-in when they are driven by business needs. Identify the business problem that you wish to address through learning and engage the key stakeholders from across business pillars and required geographies.

Before rushing to the C-suite with a new initiative, make sure you are working with the key business groups to determine the true focus, goals and desired outcomes of the programme.

Ensure that you truly understand the problem, investigate and leverage available data to confirm that the requested L&D investment will truly address the root issue.

One example of leveraging available data comes from work we have done with a large telecommunications company.

Originally, the organisation wanted to deploy a customer service L&D programme to improve employee retention. To determine the true need, we looked at publicly available job boards for outside data that might help the programme take shape.

It revealed that approximately 72% of employees attributed poor management to their reason for leaving the company.

This data revealed that management training, in addition to customer service training, would drive the desired goal. By evaluating the available data on the job board, the company’s L&D team were able to present executives with how the training investment would help retention when proposing the programme.

2. Align with corporate strategy and industry trends

There may be a business need and an ability to demonstrate value, but for C-suite visibility and approvals, you must make the case that the effort will significantly drive the corporate strategy forward. For example, attempts to gain C-suite support for training on a product will fail if that product is not on the strategic roadmap.

Additionally, demonstrating that the required investment is aligned with industry trends provides the C-suite with the critical evidence that you and the business stakeholders have performed appropriate research before making a funding request.

3. Outline programme value and investment required

For C-level executives, approval will come down to whether the investment is worth the expected programme value.

Work with the business stakeholders to determine how you can measure interim progress, as well as the end business value. This could include cost savings, increased productivity, improved customer satisfaction, increased revenue and the like.

Identify the investment that you will need in order for the L&D efforts to be successful.

4. Stay on the path to value

While demonstrating the value of a programme initially is essential, equally so is demonstrating and communicating its value throughout.

After making the decision to invest in a business initiative and the supporting learning programme, C-level executives will want to know how the initiative is doing and whether or not it is worth maintaining.

Given the scope of the top team’s responsibilities, initiatives often have little more than a line in a business scorecard that provides a “rolled up” view of goals, progress and risks. Be sure that results are succinct and clearly state the business impact.

L&D programs should also include short-term goals, so that business success is achieved throughout the process.

This creates the opportunity to share regular updates with all stakeholders – ensuring that buy-in is maintained for the current, and potentially future, programmes.

5. Know your audience, target results

Just as important as tracking the value of a programme is knowing how to best report it.

Again, leverage relationships with line of business leaders to understand their goals and key performance indicators.

Results should then be delivered and displayed in a way that is relevant to each stakeholder. Additionally, results should always portray accuracy. Any discrepancy in reporting could lead to senior executives reconsidering their investment.

C-level executives are focused on how changes to any business processes will impact the bottom line – and professional development programmes are no exception.

Sign up to our weekly round-up of HR news and guidance

Receive the Personnel Today Direct e-newsletter every Wednesday

OptOut
This field is for validation purposes and should be left unchanged.

Overcoming the hurdle of quantifying results and showing value of L&D initiatives to these decision makers is crucial for every learning professional.

With these tips in mind, L&D teams will be able to present a programme that will garner the resources they need to implement a successful learning programme while maintaining support and buy-in from the very top.

Doug Stephen

Doug Stephen is senior vice president, learning division, CGS.

previous post
Sage acquires £10m stake in Fairsail HR software
next post
Blacklisted construction workers to receive millions in compensation

You may also like

Culture, ‘micro-incivilities’ and invisible talent

14 May 2025

Investing in skills when budgets are tight

12 May 2025

Rethinking talent: Who was never considered in the...

7 May 2025

Eight ways to best support grieving employees

6 May 2025

Leading with honest feedback: A responsibility in recruitment

24 Apr 2025

High-level apprenticeship spend doubles in five years

16 Apr 2025

Exploring the best London office locations for ‘Zillennials’

16 Apr 2025

Number of SMEs hiring staff in decline

10 Apr 2025

Gen Z and ‘conscious unbossing’: how can HR...

7 Apr 2025

How to build a commercially-minded workforce

3 Apr 2025

  • 2025 Employee Communications Report PROMOTED | HR and leadership...Read more
  • The Majority of Employees Have Their Eyes on Their Next Move PROMOTED | A staggering 65%...Read more
  • Prioritising performance management: Strategies for success (webinar) WEBINAR | In today’s fast-paced...Read more
  • Self-Leadership: The Key to Successful Organisations PROMOTED | Eletive is helping businesses...Read more
  • Retaining Female Talent: Four Ways to Reduce Workplace Drop Out PROMOTED | International Women’s Day...Read more

Personnel Today Jobs
 

Search Jobs

PERSONNEL TODAY

About us
Contact us
Browse all HR topics
Email newsletters
Content feeds
Cookies policy
Privacy policy
Terms and conditions

JOBS

Personnel Today Jobs
Post a job
Why advertise with us?

EVENTS & PRODUCTS

The Personnel Today Awards
The RAD Awards
Employee Benefits
Forum for Expatriate Management
OHW+
Whatmedia

ADVERTISING & PR

Advertising opportunities
Features list 2025

  • Facebook
  • Twitter
  • Instagram
  • Linkedin


© 2011 - 2025 DVV Media International Ltd

Personnel Today
  • Home
    • All PT content
  • Email sign-up
  • Topics
    • HR Practice
    • Employee relations
    • Learning & training
    • Pay & benefits
    • Wellbeing
    • Recruitment & retention
    • HR strategy
    • HR Tech
    • The HR profession
    • Global
    • All HR topics
  • Legal
    • Case law
    • Commentary
    • Flexible working
    • Legal timetable
    • Maternity & paternity
    • Shared parental leave
    • Redundancy
    • TUPE
    • Disciplinary and grievances
    • Employer’s guides
  • AWARDS
    • Personnel Today Awards
    • The RAD Awards
  • Jobs
    • Find a job
    • Jobs by email
    • Careers advice
    • Post a job
  • Brightmine
    • Learn more
    • Products
    • Free trial
    • Request a quote
  • Webinars
  • Advertise
  • OHW+