The second step in designing a training and development program involves having a clear understanding of the outcomes the organization wants to achieve. Backwards design is a term used in K–12 education that argues in order to design curriculum, you must first understand what goals you want students to accomplish, then build the curriculum to meet those goals. Similarly, you cannot design a training program until you establish what is important and what needs to be assessed.

As the training and development strategy evolves and learning objectives are developed, the training design should take into consideration the outcomes of value to the organization. Corporate strategy informs the learning evaluation strategy. Whether the imperative is customer satisfaction or an improved internal manufacturing process, training design should ensure the outcomes from the training have the greatest impact on the company’s strategy.

Sometimes the things we need to measure are not easily measurable. The link between training programs and return on investment is not easy to quantify because of the time lag between training and its long-term impact. We also need to consider whether to do the training in one or multiple locations to assess effectiveness. Is it sufficient to train one group of employees and assess their knowledge after the training? Taking into account the needs of key stakeholders will ensure the training aligns with strategic needs and outcomes are measured based on the metrics stakeholders believe are important for long-term success.

Because only 10% of learning occurs in the training classroom, the organization must take responsibility for ensuring the training is reinforced and utilized in the larger organizational context. With little resources to spare, training must be focused on what will have the greatest impact on organizational outcomes. The data collected to assess training effectiveness must be focused on those key organizational outcomes as well.

Lastly, action plans must ensure that training delivers what it promised. If learning objectives are linked to important business challenges, then the action plan takes information learned in the evaluation stages to guide future actions. Training needs will change as business needs change, and the training strategy along with what will be evaluated will change as well.