UK

United Kingdom · Learning and development · Principal/Manager (12-16 years)

Manager, Learning Analytics & Impact

Here is the whole job, in plain words. What it is, what you decide, how you're judged, how people get here and where they go next. Then the part no course gives you: twelve AI tutors who learn your work.

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  • Experience bandPrincipal/Manager (12-16 years)
  • Direct reports4-8 reports
  • Reports toDirector, Learning Effectiveness & Insights
  • UK framework levelUsually a manager, or the deepest specialist in a team

Also advertised as Head of Learning Evaluation · Senior Manager, L&D Insights · Learning Measurement Lead

Built on 43,079 real UK job descriptions we analysed · grounded in qualifications employers recognise

Two short quizzes about you

1From this job to a course

The qualifications matched to this job

NCC Education Level 5 Extended Diploma in Computing with Data Science NCC Education Limited · Level 5 · covers 2 of 10 standards
Pearson BTEC Level 5 Higher National Diploma in Computing for England Pearson Education Ltd · Level 5 · covers 2 of 10 standards
Level 6 Award in Data-led Decision Making Institute of Sales Professionals · Level 6 · covers 1 of 10 standards
NCFE CACHE Level 5 Diploma in Advanced Playwork (Wales) NCFE · Level 5 · covers 1 of 10 standards
Pearson BTEC Level 5 Higher National Diploma in Digital Technologies Pearson Education Ltd · Level 5 · covers 1 of 10 standards

Matched from the standards this job is measured against: a suggestion, not an official ruling.

The units you would start with

Introduction to Data Science and Big Data NCC Education Level 5 Extended Diploma in Computing with Data Science
Data Analytics Pearson BTEC Level 5 Higher National Diploma in Computing for England
Data-led Decision Making Level 6 Award in Data-led Decision Making
Apply the Concepts of Data Science to Computer Engineering NOCN Level 5 Diploma in Computer Engineering (Information Technology and Data Science)
Provide learning opportunities for colleagues NCFE CACHE Level 5 Diploma in Advanced Playwork (Wales)

The future skills this job leans on

AI Fluency working with AI as a thinking partner
Data Fluency turning numbers into a decision
AI Governance Fluency using AI responsibly
Foresight Fluency seeing round the corner
Systems Fluency seeing the whole picture
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Your Plan Illustration

Built for Manager, Learning Analytics & Impact

5 units that map to this job, from the qualifications that cover it.

  1. Introduction to Data Science and Big Data NCC Education Limited · covers 2 of 10 standards Level 5
  2. Data Analytics Pearson Education Ltd · covers 2 of 10 standards Level 5
  3. Data-led Decision Making Institute of Sales Professionals · covers 1 of 10 standards Level 6
  4. Apply the Concepts of Data Science to Computer Engineering NOCN · covers 1 of 10 standards Level 5
  5. Provide learning opportunities for colleagues NCFE · covers 1 of 10 standards Level 5
These are the real units behind this job, in the order they rank for it. Nothing here is marked done, because this plan has not been started by anyone yet. Yours would fill in as you go.

2AI and this work

Will AI change your work as a Manager, Learning Analytics & Impact?

Nobody can say exactly how. Here is what this job is being asked for next, and where to start.

The new skills this role is being asked for

  • Data Ethics & Governance Leadership
  • Predictive Analytics for L&D
Why each one is rising

The future skills this job leans on

We'll only ever tell you what we can actually back up. No hype, no scare tactics.

What happens when you start

Next, a free account. We build your Manager, Learning Analytics & Impact plan as you set up, starting with a Future Fluency module on using AI in your job. No card.

Your first Future Fluency module is free. After that, your AI tutor is £70 a month.

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3What this role really is

This job is about leading a team that measures whether learning programmes work and shows their business impact. You set the direction, guide analysis of the data, and present findings to senior leaders, rather than doing the day-to-day analysis yourself. You decide where learning investment should go, based on evidence.

4What you'd actually use

The tools this job runs on, and how well you'd need to know each one.

LMS/LXP Data Extraction (Workday Learning, Cornerstone, Degreed) Strategic

You'll lead vendor selection/review based on data and analytics capabilities. You'll also architect the overall data flow strategy across the entire learning ecosystem, ensuring your team has access to the data they need efficiently.

Survey & Assessment Platforms (Qualtrics, Questionmark) Strategic

You'll own the enterprise feedback strategy, governing the use of survey tools to prevent survey fatigue and ensure data quality across the organisation. You'll guide your team on advanced survey design principles.

Data Analysis (Python - pandas, Matplotlib; R; Excel) Strategic

You'll set the standard for analytical rigour within your team, directing them on which statistical models to use for different evaluation questions. You'll champion investment in advanced analytics capabilities and ensure your team is proficient in these tools.

Data Visualization (Tableau, Power BI) Strategic

You'll define the executive-level reporting strategy, ensuring dashboards drive business decisions. You'll work with IT to manage Tableau Server or Power BI Premium workspaces and ensure your team builds compelling, actionable visualisations.

HRIS / Business Data (Workday HCM, SAP SuccessFactors, Anaplan, Snowflake) Strategic

You'll partner with HRIS and Finance leaders to integrate learning data with enterprise platforms like Anaplan or Snowflake. This is crucial for building holistic business impact models and ensuring learning data is part of the broader talent and business intelligence ecosystem.

5What you get to decide, and how that grows

Power in a job isn't your title. It's what you're allowed to decide. Here's how it grows as you move up.

The choiceComing in Where you are nowThe step above
Evaluation Methodology Selection for a Major Programme Proposes a standard approach based on templates, reviewed by Specialist/Senior Specialist. Designs a multi-level evaluation plan, consults with Senior Specialist/Lead, then seeks Manager approval. Designs complex, bespoke evaluation frameworks, consults with Lead/Manager for feedback, then makes the final technical decision within programme scope.
Budget Allocation for Evaluation Tools/Resources Identifies a need for a specific tool/resource and escalates to Specialist/Senior Specialist. Researches potential tools/resources (up to £1K), proposes options to Senior Specialist/Lead. Recommends specific tools/resources (up to £5K) with a business case to Lead/Manager for approval.
Team Hiring & Performance Management Provides input on peer interviews, contributes to team culture. Participates in interviews, provides feedback on candidate technical skills. Leads technical interviews, provides detailed assessment of candidate fit and skill. May mentor new hires.
Communicating Challenging Evaluation Findings to Senior Stakeholders Prepares initial draft of findings, focuses on data accuracy, reviewed by Specialist. Drafts sections of the report, focusing on clear data visualisation, reviewed by Senior Specialist. Develops the full narrative for a programme report, identifies key takeaways, consults with Lead/Manager on messaging.

6How you'll be judged

The scoreboard, and what is not on it. The hard targets, how often each is actually looked at, and the quiet signals that never reach a dashboard.

L&D Investment ROI (Return on Investment)
The monetary value generated by learning programmes compared to their cost, measured for key strategic initiatives.
Target · Demonstrate positive ROI (e.g., >1.2:1) for at least 70% of high-priority programmes.

Your team's analysis shows a new sales enablement programme, costing £150K, led to an additional £250K in revenue directly attributable to the training, demonstrating a 1.6:1 ROI.

Learning Transfer Effectiveness Score
A composite score measuring the degree to which skills learned in training are actually applied on the job, based on Level 3 data (e.g., manager observations, performance data).
Target · Improve the organisation's average Learning Transfer Effectiveness Score by 10% year-over-year.

After implementing a new reinforcement strategy, your team reports that the average application of new leadership skills on the job increased from 60% to 70% across key cohorts.

Evaluation Coverage & Depth
The percentage of learning programmes that have a robust, multi-level (Kirkpatrick Levels 1-4) evaluation plan in place and executed.
Target · Ensure 100% of strategic programmes and 80% of all programmes have L1-L4 evaluation data collected and analysed.

You present a dashboard showing that 95% of all L&D programmes now have complete Level 1 and 2 data, and 75% have credible Level 3 and 4 data points, up from 50% last year.

Time-to-Insight for Strategic Programmes
The average time taken from programme completion to the delivery of a comprehensive evaluation report with actionable recommendations for key strategic learning initiatives.
Target · Reduce average time-to-insight for strategic programmes by 20% compared to the previous year (e.g., from 8 weeks to 6.4 weeks).

Your team streamlines the data collection and reporting process, consistently delivering post-programme impact reports within 5 weeks, allowing for quicker iteration and decision-making.

Stakeholder Confidence & Trust
The degree to which L&D leadership and business VPs trust the evaluation team's findings and proactively seek their input on new learning initiatives.
  • You'll know this is going well when the Director and VPs regularly ask for your team's input before launching new programmes, not just for post-mortem analysis. They'll cite your team's reports in strategic meetings, and you'll see your recommendations directly shaping L&D strategy and budget allocations. They'll also defend your findings if challenged by others.
Team Capability & Development
The growth, skill development, and overall morale of your direct reports, ensuring a high-performing and engaged evaluation function.
  • Your team members are hitting their development goals, taking on more complex projects, and feeling supported. You'll see them proactively sharing new techniques, mentoring each other, and presenting their own findings with confidence. Retention within your team will be strong, and you'll be able to attract top talent when you have openings.
Strategic Influence on L&D Portfolio
The extent to which your team's evaluation insights lead to concrete changes in the L&D programme portfolio, including investment shifts, programme redesigns, or discontinuation of ineffective programmes.
  • You'll be able to point to specific instances where your team's data led to a significant reallocation of budget (e.g., moving £100K from Programme A to Programme B), the redesign of a core curriculum based on identified gaps, or the decision to stop running a programme that wasn't delivering. Your insights aren't just 'nice to have'
  • they're driving tangible business decisions.

7Would you like it

Both sides. What people enjoy, and what grinds them down.

What people enjoy
Driving Strategic Impact

You'll feel energised by seeing your team's insights directly influence significant L&D investment decisions or lead to the redesign of critical talent programmes. This means regularly presenting to senior leaders and seeing your recommendations adopted.

Your team's analysis leads to a £500K reallocation of L&D budget towards a programme with proven ROI, directly improving sales performance.

Building & Developing a High-Performing Team

You'll get a real kick out of coaching your direct reports, helping them grow their analytical skills, improve their storytelling, and take on more complex challenges. Their success is your success.

A junior analyst you mentored successfully leads a complex evaluation project from start to finish, presenting to a VP with confidence.

Solving Complex Business Problems with Data

You love the challenge of taking an ambiguous business question (e.g., 'Is our leadership training actually making better leaders?') and designing a rigorous, data-driven approach to answer it, even when the data is messy or incomplete.

You design a multi-method evaluation framework to assess the long-term impact of a new leadership development curriculum, integrating survey data, 360-feedback, and performance metrics.

What frustrates people
  • The 'Impossible ROI Request': Being asked to 'prove the ROI' of a mandatory compliance or soft-skills programme with no pre-agreed business metrics, forcing your team into creative accounting.
  • Vanity Metric Obsession: Stakeholders who refuse to look past 'butts in seats' and high 'smile sheet' scores, ignoring deeper analysis that shows no behavioural impact, and you're the one who has to manage these conversations.
  • LMS Data Wrangling: Your team will still spend a significant amount of time exporting messy, inconsistent data from clunky systems, and you'll be responsible for finding ways to streamline this, or at least managing their frustration.
  • The 'Level 4' Black Hole: Business leaders enthusiastically support a programme, but when your team follows up for the crucial business impact data (sales figures, efficiency metrics), they are suddenly 'too busy' to provide it. You'll need to develop strategies to mitigate this.
  • Political Pressure Cooker: Being implicitly (or explicitly) pressured to find a positive story in the data for a senior executive's pet project, even when the results are mediocre or negative. You'll need a strong backbone to protect your team's integrity.
  • The Manager Compliance Wall: Your team's entire Level 3 measurement strategy depends on managers completing observation checklists, but you get a 15% response rate. You'll be accountable for improving this through influence and process change.
What this role does not give you
  • A purely academic or theoretical environment; this is about practical, business-driven impact.
  • A quiet, heads-down analytical role; you'll be managing people and influencing stakeholders constantly.
  • Complete control over all data sources; you'll often be reliant on other teams for critical information.
  • An environment where every single analysis your team does makes it into production or leads to immediate, tangible change.

8Who you work with

This role directly influences the allocation of significant L&D budget (typically £500K-£2M+), ensuring that investments are directed towards programmes with proven impact. It elevates L&D's strategic position within the organisation by providing credible evidence of value, ultimately shaping talent development strategies and contributing to overall business performance.

Inside the business
  • Director, Learning Effectiveness & Insights
  • VP, People & Culture
  • Learning & Development Programme Managers
  • HR Business Partners
  • Finance Leadership (CFO, Finance Business Partners)
  • Business Unit VPs (e.g., Sales, Product, Operations)
Outside the business
  • LMS/LXP Vendors (strategic data integration discussions)
  • External Research Partners (occasionally for advanced studies)

9What you need before you start

Not a wish list. The things you would be expected to already have.

  • Demonstrable experience (typically 8-12 years) in a dedicated learning evaluation, HR analytics, or business intelligence role, with a significant focus on human capital data.
  • Proven experience leading complex evaluation projects from end-to-end, including designing methodologies, overseeing data collection, conducting advanced analysis, and presenting findings to senior stakeholders.
  • Prior experience managing or formally mentoring a team of analysts or specialists, with a track record of developing talent.
  • A strong portfolio of successful evaluation projects that demonstrably influenced L&D strategy or business outcomes.
  • Expert-level proficiency in at least one major data visualisation tool (Tableau or Power BI) and advanced statistical analysis software (Python or R).

10What to practise next

Where the job is going, and what to do about it starting this week.

LLM Integration & Advanced Prompt Engineering

Large Language Models (LLMs) are rapidly changing how we interact with data, generate reports, and even design surveys. You need to understand how to strategically use them to boost team productivity and insight generation, moving beyond basic chat prompts.

Retrieval Augmented Generation (RAG) Architectures · Agentic Workflows for Data Analysis · Fine-tuning LLMs for L&D Specific Tasks · Ethical Considerations in LLM Output

  • This week: Experiment with advanced prompt engineering techniques (e.g., chain-of-thought, persona prompting) in ChatGPT or Claude.
  • This month: Identify a repetitive team task (e.g., summarising meeting notes, drafting survey questions) that could be significantly improved with LLMs.
  • Month 2: Research and pilot an open-source RAG framework or a commercial tool that integrates LLMs with internal data.
  • Month 3: Lead a team 'AI show-and-tell' session, sharing best practices and new use cases for LLMs in evaluation.

Quick win: Encourage your team to use LLMs for drafting initial email communications, summarising long documents, and generating ideas for data visualisations. It's low-risk and immediately boosts efficiency.

Organisational Network Analysis (ONA) for Learning

ONA helps us visualise and quantify informal learning, knowledge sharing, and influence within an organisation. It's a powerful way to understand how learning actually spreads and impacts behaviour beyond formal programmes.

Network Metrics (Centrality, Density, Betweenness) · Data Collection for ONA (Surveys, Digital Footprints) · Visualisation of Networks · Interpreting Network Insights for L&D

  • This quarter: Read up on foundational ONA concepts and its applications in HR/L&D.
  • Next quarter: Identify a potential pilot project within L&D where ONA could provide unique insights (e.g., understanding knowledge sharing in a new team).
  • Month 6: Guide your team in exploring open-source ONA tools and basic data collection methods.
  • Month 9: Present a proposal for integrating ONA into our broader evaluation strategy, highlighting its unique value proposition.

Quick win: Start by mapping out the informal communication channels within your own team or a small L&D project using simple survey questions. It's a great way to get a feel for network structures.

11Staying current once you are in

What people here do to keep up
  • Actively participate in industry conferences and webinars focused on HR analytics, learning measurement, and people analytics (e.g., People Analytics World, Learning Technologies).
  • Engage with professional communities and forums (e.g., LinkedIn groups, ATD forums) to stay abreast of emerging trends and best practices.
  • Pursue advanced online courses or certifications in areas like causal inference, machine learning for business, or advanced data visualisation.
  • Regularly read academic journals and industry publications in organisational psychology, human resource development, and data science to deepen your theoretical and practical knowledge.
  • Seek out opportunities to speak at internal or external events, sharing your team's insights and building your personal and the team's professional brand.

12The rising capability

The rising capability

Zavmo analysis

What's rising in its place

This is where the work is heading, and the higher pay with it. Get fluent here and the shift stops being a threat and starts being your edge.

Data Ethics & Governance Leadership

As we collect more granular data and use AI, the ethical implications become far more complex. Regulators are catching up, and employee trust is paramount. You'll need to lead the charge on responsible data use.

  • Algorithmic Bias Detection & Mitigation
  • Privacy-Enhancing Technologies (PETs)
  • Data Lineage & Auditability
  • Ethical AI Frameworks

Predictive Analytics for L&D

Moving beyond 'what happened' to 'what will happen' is the next frontier. Imagine predicting which employees are at risk of attrition due to skill gaps, or which learning interventions will have the highest future impact. This shifts L&D from reactive to proactive.

  • Time Series Forecasting
  • Classification Models
  • Regression Modelling for Impact
  • Feature Engineering for L&D Data

13What you’ll use

What you’ll use

Skills this role draws on

Technical

  • Kirkpatrick Model of Evaluation (Levels 1-4)
  • Phillips ROI Methodology
  • Brinkerhoff's Success Case Method (SCM)
  • Learning Transfer Analysis & Strategy
  • Advanced Survey Design & Psychometrics
  • Causal Inference Methods

14The pathway

The pathway

How you actually get there, here

How you become one varies far more by country than what one does. This is the UK route. Most people take one of these ways in; the right one depends on where you're starting from.

  1. 1

    From Senior Learning Evaluation Specialist (L3)

    3-5 years as an L3

    Skills to master

    • Mastering complex evaluation design, leading projects independently, beginning to mentor junior colleagues, and developing strong stakeholder communication skills beyond just presenting data.

    You're ready to move on when

    • Successfully led evaluation for multiple strategic programmes end-to-end.
    • Consistently provided actionable insights that influenced L&D decisions.
    • Demonstrated ability to mentor and guide junior team members effectively.
    • Proactively identified and implemented process improvements within the evaluation function.
    • Built strong relationships with L&D Programme Managers and HR Business Partners.
  2. 2

    From Lead Learning Evaluation Strategist (L4)

    2-3 years as an L4

    Skills to master

    • Architecting enterprise-level evaluation frameworks, influencing senior stakeholders on evaluation strategy, and beginning to manage small teams or significant workstreams with budget accountability.

    You're ready to move on when

    • Designed and implemented the organisation's overall learning measurement strategy.
    • Successfully influenced VPs on key L&D investment decisions using data.
    • Managed a small team or a significant workstream with budget responsibility.
    • Demonstrated strong leadership and problem-solving skills in ambiguous situations.
    • Consistently anticipated and mitigated evaluation risks for major initiatives.
  3. 3

    From HR Analytics Manager / Business Intelligence Lead

    3-5 years in a similar management role

    Skills to master

    • Adapting advanced analytical and leadership skills to the specific nuances of learning and development, understanding adult learning principles, and building relationships within the L&D function.

    You're ready to move on when

    • Managed a team of analysts delivering impactful insights in a related domain.
    • Proven ability to translate complex data into business recommendations for senior leaders.
    • Demonstrated strong project management and stakeholder management skills.
    • Quickly grasped the fundamentals of learning theory and evaluation models (e.g., Kirkpatrick).
    • Showed enthusiasm for applying analytical rigour to human capital development.

15Where this role leads

The long view: This work can lead to broader talent leadership roles, a specialist path into people analytics, or a move into leading a learning function at a senior level.

The ten Future Fluencies

Zavmo analysis

The credential is what you can do today. These are what keep you valuable.

A qualification proves you can do the job as it's defined today. These ten are what decide whether you're still the obvious person for it in five years. They're the capabilities employers are now writing into senior roles faster than people are learning them. Zavmo weaves them through whatever you study, so you come out with both: the credential and the fluency.

The highlighted ones are the Fluencies your role leans on hardest, from how Manager, Learning Analytics & Impact is actually changing.

Where it leads

Roles this leads to

How you would learn this

One to one, on the work you already do

A tutor sets the task against your own job and marks the reasoning, at your pace. There is no cohort to fall behind.

A lesson from Introduction to Data Science and Big Data, worked against Manager, Learning Analytics & Impact.

Introduction to Data Science and Big Data Level 5

Applied to your work in Manager, Learning Analytics & Impact

The objective of this unit is to provide learners with a systematic understanding of Data Science and Big Data concepts, including their characteristics and applications. Learners will develop proficiency in data collection, design, and modelling techniques, and will be able to select appropriate tools for data pre-processing and apply analytical techniques to generate insights from data.

How the thinking builds
  1. 1 Remember
  2. 2 Understand
  3. 3 Apply
  4. 4 Analyse
  5. 5 Evaluate
  6. 6 Create
An illustration of a Zavmo lesson, built from this role’s own route. The unit, its objective and every criterion above are the awarding body’s own words, not an example.

It is £70 a month, billed monthly. Your free first module is Future Fluency, and you can cancel any time.

Start my Manager, Learning Analytics & Impact plan, free
See Your Progress Grow Illustration
Manager, Learning Analytics & Impact
  • Kirkpatrick Model of Evaluation (Levels 1-4)
  • Phillips ROI Methodology
  • Brinkerhoff's Success Case Method (SCM)
  • Learning Transfer Analysis & Strategy
  • Advanced Survey Design & Psychometrics
  • Causal Inference Methods
This is your Mind Palace on learn.zavmo.ai. Every skill above comes from this role's own record, not an example borrowed from another job. A node lights up when you evidence it, and what you build stays yours between jobs. That is the part a course cannot do.

16The detail, folded away

Everything else the record holds

The career branches in full, how AI is already showing up in the day-to-day, and the questions people ask about this job. Here when you want them, out of the way while you decide.

Where it leads next, rung by rung

Where it leads

The career path, and where it branches

Manager, Learning Analytics & Impact is a start, not a ceiling. Each step below asks for new skills and hands back more autonomy.

  1. Director, Learning Effectiveness & Insights (L6)

    3-5 years as a Manager

    This is a significant step up, moving from managing a team and function to shaping the entire business unit's learning strategy and owning the narrative of L&D's value to the wider business. You'll be presenting to the C-suite and integrating learning data with broader talent and business intelligence ecosystems.

    • Enterprise Data Architecture for People Analytics Architecting the integration of learning data with all other HR and business data platforms.
    • Advanced Predictive Modelling for Talent Strategy Using sophisticated models to inform enterprise-wide talent decisions (e.g., succession planning, workforce planning).
    • M&A Due Diligence & Integration (L&D specific) Evaluating the learning capabilities and data of acquired companies and leading integration efforts.
    • External Thought Leadership Representing the organisation at industry conferences and contributing to the broader L&D and analytics community.
Working with AI on the job

Working with AI

Where AI is starting to help

Let's be real, a big chunk of your team's time is spent on repetitive tasks: pulling data, cleaning it, sifting through survey comments, and drafting initial reports. Imagine if you could give them back 15-25 hours a week. That's not just a pipe dream; it's the reality with smart AI integration.

As a Manager, your job is to drive strategy and insight, not just manage grunt work. By strategically applying AI, you can empower your team to automate the tedious bits, freeing them up to focus on the truly strategic, high-value analysis and storytelling that only humans can do. This isn't about replacing people; it's about making your team exponentially more effective and impactful, allowing you to focus on the 'so what' instead of the 'how to pull'.

Automated Data Janitor

Direct your team to use AI-powered scripts (think Python with advanced libraries) or integrated tools to automatically pull data from Workday Learning, Cornerstone OnDemand, or Workday HCM APIs. These can clean inconsistencies, merge complex datasets, and flag anomalies in minutes. This means less time wrestling with messy spreadsheets and more time actually analysing.

Insight Amplifier

Instead of manually coding thousands of open-ended survey comments, feed them into an AI model for instant sentiment analysis and topic modeling. Your team can identify key themes, pain points, and emerging trends from qualitative data in minutes, not days. This lets you quickly pinpoint why a programme succeeded or failed, giving you deeper, faster insights.

Instant Lit Review & Benchmarking

When designing a new evaluation framework, use an AI research assistant to quickly summarise the latest academic studies and industry whitepapers on specific topics, like 'measuring the impact of leadership coaching' or 'best practices for learning transfer'. This provides your team with a robust theoretical foundation and current benchmarks in a fraction of the time it used to take.

Executive Summary Drafter

After your team completes their analysis, they can feed the key data points, charts, and conclusions into a generative AI. This will produce a well-structured first draft of the executive summary or a PowerPoint narrative, saving hours of initial drafting time. You then refine it, adding your strategic insights and human touch.

Common questions

Common questions

How do you become a Manager, Learning Analytics & Impact?

Common routes in include From Senior Learning Evaluation Specialist (3-5 years as an L3), From Lead Learning Evaluation Strategist (2-3 years as an L4) and From HR Analytics Manager / Business Intelligence Lead (3-5 years in a similar management role). Times vary with prior experience.

Where can a Manager, Learning Analytics & Impact progress to?

This role can lead on to Director, Learning Effectiveness & Insights (3-5 years as a Manager), depending on the skills you build.

What new skills matter most for a Manager, Learning Analytics & Impact?

Increasingly, Data Ethics & Governance Leadership and Predictive Analytics for L&D. These are the skills our record of this role lists as growing.

Free tools

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17Where to go from here

Other roles at Level 5

Same depth of qualification, different job. Useful if the work appeals but this particular role does not.

 More jobs in learning and development

Stay in the field you know and move sideways rather than up.
If you leave this industry

The skills built here, leading a data-driven function, influencing senior stakeholders with evidence, and managing analytical projects, transfer to other settings. Roles in broader HR leadership, business intelligence, or consulting on human capital all draw on the same ability to turn data into decisions.

This role profile is © 2026 Growth Engineering Technologies Ltd. Built from UK occupational standards and regulated qualification data, and written for Zavmo.

You're not behind. You're right on time. The shift is only just beginning. Your role won't look the same in two years. Be the one who leads the change, not the one it happens to. Start my Manager, Learning Analytics & Impact plan, free What happens next: a free account, then we build your plan as you set up. No card. Build your plan, see your roadmap and meet the twelve tutors matched to you. All free. When you're ready to start learning, it's £70 a month, billed monthly. Cancel any time and billing stops.