Looking for Insight on Executive Team Reporting Metrics

To give a little insight, we are leveraging Active User Management on a monthly basis as part of our contract. I tell you that because there is the great story of utilization that you can show with a bunch of stats from Docebo itself. So if you have 2500 licenses and you have 2000 people engaged during that time and you do the math to understand what that cost is per employee? You can begin to calculate the value* and return on investment* being brought to the table by the system.

I have done this with typically two slides when we were actively conducting steering committee meetings. One titled Success In Numbers where we are trying to hammer home Utilization facts and figures of the system. The other depended on the campaigns going on. So using your bullets as a framework.

• Active User Count > Success In Numbers (shown with the monthly tally of user sessions)
• Total time spent by team members > ? That is an interesting one
• Average time per learner > We do that one level deeper > at a campaign level
• Average time to completion > We do that one level deeper > at a campaign level
• Engagement rate > We do that one level deeper > at a campaign level
• Courses launches > at a campaign level, but all part of the Success In Numbers
• Courses due > Nice > But at a campaign level
• On time completion % > At a campaign level

We would also toss in Count of Course Completions into the success in numbers.

Our Utilization reports also had a breakdown to show what were the major segments that were engaged with the system (broken down by subsidiary). It helped to show who was doing the lions share of the utilization. Our subsidiaries were mirrored into our branch structures - making the branch reporting admin dashboards from the system do useful things for us.

*. I put an asterisk here to let you know? That there are certain factors that are going to be internal - inherit to the work you are doing with the system. There will also be factors that you are saving the organization as well (for example, if you collapsed certain systems into your LMS? You may want to calculate how much you have been saving the org in the long run).

Hope this helps.

Hi ​@estarks8 ,

You have a really solid baseline here for tracking platform health and operational compliance. Metrics like active users, course launches, and time spent are essential for us as Super Admins to know the system is running smoothly.

That said, we actually had a deep internal debate around almost this exact same monthly report in a previous role of mine at Playtika (and it’s a pattern I still see across many enterprise teams today). What we realized is that while L&D cares about activity and seat time, executives usually look at "total time spent" or "course launches" and silently ask: "So what does this mean for the business?" (In fact, sometimes a lower average time spent just means people are getting answers faster!).

The biggest turning point for us was shifting our executive reporting from how much time people spend to which capabilities the organization is actively building.

Instead of building complex external dashboards, we mapped Docebo Skills directly to our courses (Admin Menu > Manage Skills) and shifted our monthly executive snapshot to focus on three things you can pull directly from New Custom Reports (Users - Courses / Users - Skills) and Docebo Insights:

• Top Skills in Demand (Organic Interest): Which skills are employees proactively gravitating toward via self-enrollment? Sharing that "25% of our engineering org voluntarily upskilled in AI workflows this month" sparks a completely different executive conversation than reporting "300 course launches."

• Skill Progression by Department/Branch: Grouping completions by Skill tags rather than course titles so leaders can see capability trends across their specific teams.

• Exception-Only Compliance: Keep "On-time completion %" strictly for mandatory/regulatory training, and strip it out of general learning so executives don't equate all learning with compliance ticking.

Curious to hear—do your executives currently ask follow-up questions on the monthly numbers, or is it more of a "read-and-nod" update right now?

Thanks ​@Moshe.Machlav for your perspective.

So I do think a trend that is going on as well is that organizations are finding that they can get utilization down quicker and quicker than ever before.

So in the flow of things of talking to executives I have found that the age old story still needs to be fulfilled:

Utilization > Adoption > Optimization   ||  Crawl  >  Walk  > Run

What I think you are pointing out is that the time for showing Utilization is no longer in its own bucket...and the most successful of us L&D leaders need to showcase levels of Adoption at the same time. I always did that with stories during our steering committee meetings.

But with the way that you have framed it, I think that skills in the context of utilization help to begin to manage the message onto the Adoption path. I think the new learning lead does need to showcase more what you are pointing out. Even though the executive will give you a head nod, that does not mean that they know about the skills that people are organically are growing in or that skills may be growing on their teams through directed initiative. I think it speaks to how the audience is responding to the push and pull of these types of learning at the org.

Very interesting. You have inspired me to rethink about the rabbit hole on what I think needs to be achieved as we stand up learning practices at an organization. 

Very good insight ​@Moshe.Machlav. Docebo skills is part of our roadmap and we’ve been adding skills to our content - it’s a matter of how to best implement at this point.