Measurement of the impact of perception and feedback training
Gallup research shows that well-known employees are 45% less likely to leave in two years [1] From 2022-2024. Another study found that turnover rate fell 14.9% [2] When employees receive feedback tailored to their strengths. However, most talented leaders struggle to prove how their training initiatives actually drive these retention improvements.
The impact on your business is important. Replacing employees costs 50-200% of the annual salary, with executive positions reaching 400%. So, for a 500-person company with an average salary of $70,000, if the turnover rate is reduced by just 2 points, you can save $700,000 a year on replacement costs alone (assuming a 100% replacement cost).
I learned the power of good feedback early in my career when my boss worked on the habit of interrupting meetings. He delivered it in the way he helped me look at the blind spots, confirming my contribution. The conversation quickly heightened my loyalty. When people know that their managers are paying attention to their development, they stick.
Better feedback will drive retention that affects revenue. But you need to measure it.
Measurement Challenge
Understanding the importance of feedback is one thing. Proving retention and impact on business outcomes is a whole other thing. Traditional L&D metrics (completion rate, satisfaction score, knowledge test) should not tell you whether behavior actually changed or whether the change affected retention. You need a way to connect your training activities to your actual business results.
Some innovative organizations borrow from other areas to solve this challenge. A/B testing, which has been used for a long time in medicine and digital marketing, offers one compelling approach. We provided these tools to digital marketers at our previous companies, and by testing what actually worked, we saw companies achieve significant clicks, conversions and revenue returns. Currently, talent leaders are applying similar rigor to their L&D initiative.
How a measurement-centric approach works
A/B testing provides one clear path to prove the impact. Here’s how it works: Divide your audience into two groups. One receives new training, while the other does not. Next, measure the difference in the results.
Imagine starting feedback and awareness training for 2,000 mid-level managers. It will provide training to 1,800 managers while maintaining 200 as a comparison group. Once implemented, you can measure specific differences in retention, engagement scores, and other business metrics across groups.
This approach is not always practical for all organizations. A key insight is focusing on measurable behaviors that lead to business outcomes. Even when using A/B testing or other measurement frameworks, you should track specific behavioral changes and their downstream effects.
Common Measuring Traps to Avoid
Many talent leaders measure the simple things, not the important things. They track logged in training times, course completion rates, and post-training quiz scores. This can’t tell you anything about whether someone will give better feedback in 3 months.
The biggest trap? Measures only at individual levels. What really changed if feedback training improved the skills of individual managers but did not disrupt team retention? Actual measurements link individual behavioral change to team and business outcomes.
Another mistake is to measure it quickly. It takes time for the behavior to change. Checking for improvements in feedback skills for the week after training is like planting seeds and checking flowers the next day.
What to measure for actual effects
Powerful measurements start with focusing on the right metrics.
Immediate feedback on training effectiveness
A simple evaluation system after each learning activity helps you understand what resonates. More importantly, they check completion and engagement. Context and Application Stories
Collect specific examples of when and how people apply new skills. Did they use one-to-one feedback techniques? Are you currently reviewing the project? These stories reveal whether training translates into actual workplace behavior. Before and after behavior evaluation
Ask participants to evaluate specific behaviors (such as providing active listening or timely feedback) before and after training begins. Include manager ratings for a more complete picture of actual behavioral changes. Business Metric Correlation
Connect behavioral changes to key metrics: departmental retention, manager engagement scores, or team performance improvements. This final step proves the ROI that executives care about.
I’ll move forward
Measurements are not perfect, they are proving that development initiatives are real change. Whether you are testing A/B, before and after evaluation, or tracking improvements in business metrics, your goals remain the same.
Organizations looking at the best results are those willing to measure behavioral change, not just training completion. They prove that talent leaders have long doubts. Helping managers build better feedback skills will help your team perform longer.
reference
[1] Employee retention depends on correct perception
[2] Employee Feedback Loop: A Secret Source for Employee Retention
