If Chaplains Can Show Value, Everyone Can

At a time when every dollar is scrutinized and every initiative must prove its worth, learning and development professionals face a critical challenge: show the value of our work—or risk losing support altogether. 

This isn’t just a buzzword issue. Consider this: Inside a large midwestern healthcare system in the United States, the chaplaincy team—often considered among the most difficult roles to quantify—demonstrated their ROI with compelling clarity. Through compassionate care that improved patient outcomes and reduced ICU stays, their work saved the hospital $251,640 in one year. The cost? $33,800. That’s a return on investment of 644%. 

If chaplains can do it, surely the rest of us can too. 

Yet, many in learning and talent development still hesitate. Too often, we hear, “It’s too hard,” “It’s too time-consuming,” or “You can’t measure soft skills.” But the truth is this: Hope is not a strategy, and in today’s environment, doing nothing is not an option. The stakes are too high. 

Why ROI Matters More Than Ever 

Talent development professionals are being asked to do more with less. Budgets are tighter, executive patience is thinner, and the expectation is clear: prove that what you're doing is helping the business—or prepare to have your program cut. 

The problem is not a lack of effort or even a lack of results. It’s a lack of evidence. Many L&D teams are still focused on the lower levels of measurement: satisfaction surveys, attendance numbers, or knowledge gains. But these metrics don’t answer the questions that really matter to decision-makers: Did application happen? Did performance improve? Did the program produce a return on investment? 

If those answers aren’t available, then talent development is seen as a cost, not a contribution. 

Doing Nothing is Not an Option  

Failing to show value doesn’t just result in missed opportunities—it can lead to missed funding, missed recognition, and missed impact. Programs that are helping to drive performance can be scaled back or discontinued, not because they weren’t effective, but because no one could prove they were. 

Worse, when programs go unmeasured, organizations miss the chance to learn what works and what doesn’t. Measurement isn’t just about validation—it’s about insight. Without it, L&D teams are in the dark, unable to refine their strategies, secure executive buy-in, or make informed decisions about future investments. 

Making Measurement Work 

So how do we fix this? 

It starts with alignment. Too often, programs are designed in isolation from the business. The first question should always be, “What is the business need?” Only then can we build initiatives that are tied to measurable outcomes—whether it’s reducing turnover, increasing sales, improving safety, or strengthening leadership effectiveness. 

From there, setting clear objectives becomes essential—not just for participant engagement, but for measurement. Objectives should go beyond learning outcomes and include application on the job and the intended impact on performance. When these are in place from the start, evaluation becomes not just possible, but powerful. 

Measuring ROI doesn’t mean chasing down every dollar. It means being thoughtful and credible in your approach. Use conservative estimates. Involve managers and participants in assessing behavior change. Isolate the effects of your program using simple techniques like trend analysis or control groups. And yes, convert outcomes into monetary value when appropriate. Not everything has to be reduced to dollars, but when it can be, it helps tell a compelling story. 

Communicating Results with Credibility 

Perhaps the most overlooked part of the process is the communication of results. Far too often, evaluation reports are buried in unread emails or delivered only to L&D teams. But the most impactful insights should be communicated clearly and directly to the stakeholders who matter—executives, business unit leaders, and finance teams. 

Tell the story behind the numbers. Share the tangible and the intangible. Highlight the benefits, but don’t shy away from the challenges. Even programs that don’t show a positive ROI can lead to meaningful conversations and improvements. In one case, a coaching program in a global pharmaceutical manufacturer revealed a negative ROI—because managers weren’t applying what they’d learned. That revelation sparked a productive discussion about what needed to change. The result? Better support, stronger adoption, and renewed commitment. 

It’s Time to Step Up 

We’re at a turning point. L&D leaders are being called to the table—but they need to bring data, insights, and results with them.  

So, if you’re still thinking ROI is out of reach, remember the chaplains. Their work is deeply human, emotionally complex, and seemingly intangible. And yet, they showed the value of what they do. 

If they can, you can too. 

Learn more about how to show the value of your work at www.roiinstitute.net, or connect with ROI Institute for support and guidance on implementing the ROI Methodology in your organization.