Four Steps for Establishing ROI for Talent and Development

The message from this Harvard Business Review article in 2023 represented a tired yet frequent complaint: “Learning and development (L&D) programs have a problem: They are expensive, yield difficult-to-track outcomes, and typically generate a poor return on investment (ROI) for the firm.”

Admittedly, tracking ROI for L&D has been a challenge. According to one study by Cognota, only 8% of organisations even bother. For law firms that can easily spend millions on ongoing education, the failure to connect time and effort with outcomes represents a difficult hurdle to overcome. However, it is a crucial step in order to both get the most value from professional development programs and to get the necessary buy-in from firm leadership, lawyers who zealously guard their billable time, and busy professionals. Of course, that is easier said than done. Here are four tips for making that happen.

1. Align L&D with Firm Strategy

Professional development does not take place in a vacuum. What works at one firm may be irrelevant at another, because cultures differ and firms define success in different ways. A mid-sized litigation boutique may prioritise courtroom advocacy skills and trial readiness, while an Top 50 firm with multinational clients may focus on cross-border collaboration and AI adoption.

The most effective L&D teams begin by asking questions such as “what does our firm’s leadership want to achieve” and then connecting training to those goals. As one example, for a firm that has prioritised client service, the L&D team can develop training around such topics as how client service is a differentiator, what it means to develop a client-service mindset, how the client service that the firm delivers internally can affect the service it provides to external clients, how to deliver exceptional client service on a day-to-day basis, and how active listening can contribute to delivering exceptional client service.

By framing L&D programs as enablers of firm strategy, teams ensure that the outcomes they measure—whether that is improved matter efficiency, stronger client retention, reduced associate turnover, or other goals—map directly to leadership priorities. This alignment makes ROI not only easier to track but also more persuasive.

2. Maximise Efficiencies When L&D Teams Are Lean

Law firm L&D teams are often small or wear multiple hats, which is one reason that tracking ROI can feel so burdensome, especially when teams are already stretched thin designing programs, onboarding new associates, and responding to urgent requests from practice groups.

That reality makes efficiency critical. The best L&D leaders look for ways to provide engaging, valuable content while keeping a laser focus on adding measurable value. That includes leveraging technology that can allow end users to provide feedback and offer suggestions that can further strengthen their value proposition.

Another approach is to partner with training experts who have the experience to craft interactive and fully customisable learning modules created specifically for lawyers and law firm business professionals.

Efficiency also means prioritisation, which brings us back to the first point. By tying training to the firm’s goals, L&D teams can further demonstrate their value.

3. Embed training and development into workflows

At many law firms, convincing attorneys and staff to set aside time–time that is otherwise billable or could be devoted to tasks with clearer ROI–is always a challenge. This also leads to a mentality that training is a task to be completed, rather than an opportunity for lifelong learning. By integrating training and development into everyday tasks, training becomes much easier for everyone to take advantage of. It also helps in making the business case for the value of training and development.

That requires L&D teams to become familiar with their firm’s workflows and specific tasks. The firm’s billing system is one example. Training could be embedded on not just how to use the system, but the importance of billing in a timely way and how to create timekeeping narratives that can better convey value to clients.

4. Develop Clear Metrics

Measuring ROI requires moving beyond vague outcomes such as “participants found the program useful.” Instead, L&D teams should track quantifiable metrics tied to firm performance. For example, L&D teams can utilise business development programs that help their lawyers master networking, cross-selling, and the skills involved in  becoming a rainmaker. Once the program is completed, L&D teams can then track whether originations or cross-selling efforts increased.

Another example is retention and  promotion, a particularly meaningful metric for today’s associates. According to a survey by Major, Lindsey & Africa and Leopard Solutions, 45% of junior associates feel that law school did not adequately prepare them for their current roles. For law firms that provide training targeted to helping new associates succeed, tracking how long their associates stay and how they climb the ranks is a significant ROI indicator.

Of course, training and development are investments in people that don’t always yield direct financial results. Mental health and well-being is another important consideration. The legal profession is notorious for long hours and high stress. Offering training that helps lawyers and business professionals reduce stress while maintaining productivity (including for L&D teams!) will pay off in ways that can’t necessarily be measured but have significant impact.

A Strategic Imperative

At too many firms, leadership can see L&D as a box-checking exercise. By aligning programs with firm priorities, operating with efficiency, embedding training and development into everyday tasks, and building clear ROI metrics, law firm L&D professionals can move beyond the tired narrative that development is a cost center. Instead, they can position themselves as drivers of measurable value, helping lawyers and staff find personal and professional success and differentiating the firm from competitors.