Execution of Learning and Development programs is vulnerable to challenges caused by disruptions in the market environment and predefined annual departmental budgets allocated by organisations. Often L&D departments with limited budgets are unable to convince key decision-makers about how training benefits organisations, building positive employee behavioural and knowledge competencies due to the lack of a quantifiable framework.

Perhaps the answer lies in adopting a matrix of multiple frameworks capable of measuring ROI with lesser error margins to achieve accuracy. This case study explores how to arrive at an accurate Return on Investment in Learning with an improved strategic approach towards L&D evaluation and assessment.