9 Sustainment Methods That Make Training Stick (And Actually Move Business Metrics)
L&D departments get this question from their leadership often:
"Why does our training have great completion rates and satisfaction scores but fail to improve our business metrics?"
One of the biggest reasons behind this?
A lack of sustainment.
Studies¹ show that up to 70% of learning is forgotten the next day.
That means without reinforcement, even good training doesn't stick.
That's why training programs should include a detailed sustainment plan.
Here are 9 sustainment methods we include in the training programs we design:
1. Sponsor Visibility
Ongoing sponsor involvement after the change goes live.
WHY IT MATTERS
Signals that the change still matters and is not optional. The sponsor's continued presence is a loud signal to the rest of the organization.
TACTICS
Sponsor-led reinforcement messages
Leaders modeling new behaviors in meetings and decisions
Sponsors recognizing teams that adopted the change well
Sponsor participation in retrospectives and lessons learned
TIP
Give sponsors talking points, not just reminders.
2. Manager Reinforcement
Managers and direct supervisors act as coaches and support their people through the change.
WHY IT MATTERS
People have closer relationships with their direct supervisor than with the project team. They're more likely to listen, ask questions, and adjust based on feedback from their manager.
TACTICS
Manager reinforcement toolkits with FAQs and coaching tips
One-on-ones focused on adoption, not just performance
Reinforcement prompts in regular team meetings
Manager dashboards showing adoption metrics
TIP
Ask managers to reinforce why the change matters, not just how to comply.
3. Measurement and Feedback
A system for tracking adoption and performance and acting on what the data shows.
WHY IT MATTERS
Data surfaces what's working and what isn't. Sharing the results openly shows people you're paying attention and you care, as long as you act on what you learn.
TACTICS
Adoption and usage metrics tied to desired behaviors
Pulse surveys
Leading (usage, participation) and lagging indicators (performance)
Scorecard reviews at set intervals
TIP
Share results transparently. The measurement itself is a reinforcement tool.
4. Ongoing Communication
Updates and reinforcement that continue past the launch, shifting from awareness-building to reinforcement.
WHY IT MATTERS
Signals that this still matters. The silence after a launch is often the first sign that a change is drifting. Communication keeps attention on the change while people are still building new habits.
TACTICS
"You said, we did" communications
Success stories from impacted employees
Reinforcement messages tied to business results
FAQs updated based on real post-launch issues
TIP
Shift the tone of communications to "this is how we work now."
5. Recognition and Consequences
Positive and corrective signals that shape what people do.
WHY IT MATTERS
People repeat what's rewarded and avoid what isn't tolerated. Both halves matter. Celebrating adoption without addressing regression sends a mixed signal.
TACTICS
Formal recognition for early and sustained adopters
Spot awards tied to new behaviors
Peer recognition programs
Clear consequences for reverting to old ways, framed as a new process
TIP
Recognition doesn't have to be monetary. Visibility matters more than value.
6. Continuous Learning
Additional training and resources that keep supporting knowledge and ability after launch.
WHY IT MATTERS
Things change after go-live. Bug fixes, process refinements, and new use cases. People need access to current information and the training to use it.
TACTICS
Refresher training at 30, 60, and 90 days
Microlearning and job aids embedded in the workflow
Office hours and ask-me-anything sessions
New hire onboarding updated to the new process
TIP
Focus on just-in-time enablement. Resources at the moment people need them.
7. Integration into Systems
Formalizing the change into documentation and how work gets done.
WHY IT MATTERS
If the old way is still available, some people will keep using it. Embedding the change into the tools, policies, and performance expectations removes the option to drift back.
TACTICS
Update SOPs, policies, and governance documents
Align performance management criteria to new behaviors
Embed the change into systems: templates, workflows, tools
Retire legacy tools or processes explicitly
TIP
Don't leave an option to work the old way. Leaving old tools in place is one of the biggest causes of regression.
8. Resistance Monitoring
Actively looking for and acting on evidence of resistance, whether active or passive.
WHY IT MATTERS
Resistance grows after the initial excitement or learning curve fades. Catching it early prevents regression. Treating resistance as information, not failure, makes it easier to address.
TACTICS
Ongoing resistance assessments after launch
Targeted interventions for persistent pockets of resistance
Sponsor escalation paths for unresolved resistance
Re-engagement of groups showing adoption decline
TIP
Treat resistance data as information, not failure.
9. Celebrate Wins
Visibly recognize and share progress, outcomes, and what's going well.
WHY IT MATTERS
Seeing results motivates people to keep going. Tying outcomes back to the original reason for the change reminds everyone why the effort was worth it, and keeps momentum going.
TACTICS
Milestone celebrations tied to adoption metrics
Share business outcomes linked to the change
Before and after storytelling
Executive acknowledgment of effort and progress
TIP
Tie wins back to the original case for change.
—
You don't need to run all nine methods.
Pick a few that fit your change and the conditions around it.
Remember, the training itself is the beginning. What happens in the weeks and months after is what decides whether the change holds.
That's what sustainment is for.
References
¹ Murre, J.M.J. & Dros, J. (2015). Replication and analysis of Ebbinghaus' forgetting curve.
