Why behavioural change is the cornerstone of L&D.

In the realm of Learning and Development (L&D), true success isn’t merely about numbers or training durations.

It’s about something far more profound — it’s about behavioural change.


At PeopleUnboxed, we firmly believe that the essence of L&D lies in its ability to facilitate transformation within our teams. That’s why, when it comes to measuring Return on Investment (ROI), the spotlight must inevitably fall on behavioural change.


Behavioural change isn’t just the cherry on top; it’s the very foundation upon which effective L&D initiatives are built. It’s about empowering individuals to not just learn new skills but to embody them, to integrate them into their daily workflows, and ultimately, to drive tangible results.


Assessing the success of L&D programs goes beyond traditional metrics. It’s about delving into the subtle details of how our teams evolve — from staff retention rates to employee engagement surveys, and even the efficiency of our onboarding processes. These are the indicators that truly reflect the impact of training initiatives on the ground.


But the significance of behavioural change extends far beyond the confines of our immediate workforce. It echoes throughout the entire organisation, manifesting in decreased customer complaints, fewer mental health-related absences, boosted sales figures, and streamlined processes. These are the tangible outcomes of investments in our people, and they underscore the holistic approach we advocate at PeopleUnboxed.


Allow me to share some compelling client statistics that vividly demonstrate the transformative power of behavioural change:

  • The Bread Factory: By transitioning from a paper-based, disjointed training system to a scalable, visual, and easily maintained digital solution, we saved 5 years of trainer time. This transition not only optimised efficiency but also enhanced knowledge retention and standardisation across factories.


  • Renotkil Initial: Our mental health and wellbeing programme led to an 8% yearly decrease in absenteeism due to mental illness days. This underscores the profound impact of prioritising employee wellbeing on overall organisational performance.


  • McDonald’s: Through effective communication and marketing strategies, we achieved an 18% increase in employee upskilling, surpassing targets. The delegate satisfaction and positive word-of-mouth regarding the quality of content in our L&D webinars contributed significantly to this success.


  • Dr Martens: By utilising our micro-learning app learners increased their knowledge retention by a remarkable 14%, which aided in significantly increased sales conversion rates, leading to supplier stock outages.


Central to a sound L&D methodology is the concept of setting clear Key Performance Indicators (KPIs) from the outset. These aren’t just uninformed benchmarks; they’re guiding principles that shape our efforts and enable us to track progress over time. Post-training evaluations, conducted at regular intervals,  up to and sometimes even beyond a year after the intervention, is often where we witness the true impact of L&D initiatives unfold.


Yet, what can truly set your approach apart is the integration of financial values into your assessments. By assigning monetary worth to the benefits accrued, you not only quantify the returns on your investments but also speak the language of stakeholders and decision-makers. It’s a powerful way to demonstrate the tangible impact of L&D on the bottom line.


Of course, I’m acutely aware that L&D is a dynamic field, constantly evolving in response to changing organisational needs. That’s why continuous monitoring should be at the heart of any L&D strategy. It’s about remaining agile, adaptable, and responsive to the ever-shifting landscape of learning and development.


In conclusion, measuring ROI in L&D isn’t just about crunching numbers or ticking boxes; it’s about effecting meaningful change. It’s about unboxing insights, fostering informed decisions, and aligning our efforts with overarching business objectives. And at the core of it all lies behavioural change — the true measure of success in the world of Learning and Development.


As we embark on this journey, armed with insights and a steadfast commitment to excellence, we stand poised to make a difference — one behavioural change at a time.


Want to chat about how we can help develop training programmes with tangible ROI? Get in touch jo@peopleunboxed.co.uk or drop me a message on LinkedIn.

The 4Ps of Candid Conversations


The “Four Ps” model can help us to plan for a difficult or candid conversation so that both parties find it beneficial.

Learning Outcomes

  • Learn how to plan for a difficult or candid conversation so that both parties find it beneficial
  • Understand how to use the 4Ps to deliver a difficult message
  • Consider how this can help manage under-performance in a structured manner

Assertive Disagreement


When you disagree with someone, it is often best to be direct and clear, as it avoids an unfortunate misunderstanding. People can shy away from disagreement as it can sometimes feel confrontational. The assertive approach introduced in this module helps you to express your disagreement in a professional, constructive manner.

Learning Outcomes

  • Learn what assertiveness is
  • Learn a process to put your case across without getting emotional
  • Provide context for how to use the model in a real-world environment

Thomas-Kilmann Conflict Mode Instrument


Because no two individuals have exactly the same expectations and desires, conflict is a natural part of our interactions with others. This self-test assessment will tell you more about your predominant style of handling conflict and what this means.

Learning Outcomes

  • Provide a starting point for your development
  • Identify your conflict handling style
  • Learn about the five conflict handling modes

AID Feedback Model


Providing feedback that encourages open dialogue and communication enhances your credibility as both a teammate and as a leader. AID is a simple feedback model that can be used for positive moments and those that need corrective action.

Learning Outcomes

  • Learn a simple model for providing feedback
  • Identify your own role in each of the stages
  • Discover the benefits of creating a feedback culture

Action-Centred Leadership


Good managers and leaders should have full command of the three main areas of the Action-Centred Leadership model and should use each of the elements according to the situation.

Learning Outcomes

  • Discover John Adair’s action-centred leadership model
  • Learn how to adapt the model for your own work situation
  • Investigate the danger of becoming out of balance

Question Types


Asking the right question is at the heart of effective communication and information exchange. Using the right questions can improve a whole range of communication skills; the information we receive back (the answer) will depend very much on the type of question we ask.

Learning Outcomes

  • Learn why asking the right question is at the heart of effective communication and information exchange
  • Discover why the right questions in a particular situation can improve a whole range of communication skills

Dr. Mehrabian’s Communication Model


We are always communicating, even when we are not speaking. Other factors communicate what we really think and feel, which can be explained by looking at Albert Mehrabian’s communication model.

Learning Outcomes

  • Learn the impact of mixed messages when communicating
  • Understand that communication is a blend of words, body language and tone

Situational Leadership


Leaders need to tailor their approach based on the person they are coaching, their experience at the task and their level of enthusiasm for completing it.

The ability to adapt your leadership style to cater to different tasks and your people’s needs is called situational leadership.

Learning Outcomes

  • Understand Hersey and Blanchard’s situational leadership model
  • Recognise directive and supportive behaviours
  • Understand the four leadership styles in line with situational leadership
  • Understand the development levels of team members, based on competence and commitment
  • Become confident with flexing your leadership style to the individual and the situation