Speak your CEO’s language in 2026: build an L&D plan that ties training to KPIs—driving efficiency, reducing costs, and proving measurable business impact.
We have all heard the old saying about investing in learning and development:
One executive says: “What happens if we spend all this money to train our employees and they leave?”
The other says: “What happens if we don’t invest in training and they stay?”
This demonstrates two key problems.
- Some people look at learning and development as a nice to have
- The person defending learning and development isn’t directly connecting the benefits of L&D to business objectives.
Building your 2026 Plans Needs a Data-Driven Business Case
Your CEO isn’t asking for more training—they’re asking for outcomes.
That means your 2026 L&D plan should be built around impact: how training will reduce cost, mitigate risk, and improve performance across key metrics. A strong business case translates development goals into the same KPIs that drive boardroom discussions:
- Reduced turnover and faster time to productivity
- Increased line efficiency and yield
- Lower scrap, rework, and downtime costs
- Fewer safety incidents and quality failures
When training is positioned this way, it stops being a “nice-to-have” and becomes an operational lever.
How to Build A Business Case
Dated training that looks like it was made in 1995, or a PowerPoint, or a dusty old manual are ineffective and certainly don’t energize your staff.
Modern and engaging training that goes beyond compliance is what you need. Here’s how you demonstrate value:
Start with Data, Not Assumptions
Before setting training goals or budgets, take an honest look at your current performance. Pull data on turnover, waste, downtime, absenteeism, and new-hire ramp-up. Then connect those numbers to where skill gaps or inconsistent onboarding may be the root cause. This moves the conversation from “we think training could help” to “here’s what poor training is costing us.”
Quantify the Opportunity
Translate those operational pain points into measurable impact. Estimate what even modest improvements could deliver—fewer hours of downtime, lower rework rates, faster ramp times, or higher retention. When you can attach a dollar figure to each improvement area, training stops being an expense and starts looking like a performance investment.
Align Every Initiative with Core Metrics
Design each part of your 2026 plan to a business outcome. Your leadership has likely rolled out their top three focus areas for the year. Connect your story to those goals. If building the brand is one, highlight how poor training can lead to recalls, which can damage your brand.
Demonstrate a Clear Payback Window
Executives want to see when returns show up. Outline how each training initiative will pay for itself through efficiency gains, fewer mistakes, or reduced turnover. A realistic payback period shows that L&D investments drive tangible, near-term results.
For example, turnover is often over 40% in food manufacturing, and it’s estimated to cost a third of an employee's salary to replace them. In a 300-person plant, turnover could cost you nearly $2M a year. Check your exit interviews; a lack of training will always be a substantial driver of turnover, helping you demonstrate how you’ll drive cost savings.
From Learning Plans to Profit Plans
In 2026, the most successful HR and L&D leaders will be those who can build a business case—not just a budget.
To help you, WorkForge has created several resources that will give you the data you need and real stories from food producers who have gained executive support for an investment in learning and development and backed it up with measurable results!
Report: The Hidden Costs of Inconsistent Training in Food Manufacturing
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