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ROI Estimator

Welcome to the ROI Estimator

In collaboration with

ROI Institute

Warwick Conferences has worked with the globally-renowned ROI Institute to create the world’s first tool to measure the impact of learning and development (L&D) programmes.

The role of L&D in the workplace continues to grow in importance. However, with budgets under more scrutiny than ever, the way in which L&D programmes are measured has often been either ignored or resulted in guesswork.

Understanding ROI

Based on almost 2,000 pieces of ROI research, the ROI Estimator provides businesses a means to understand the strength of the programmes that have either taken place or are planned in the future.

Need to know more?

What is ROI?

ROI is the ultimate outcome of any programme. It is the fifth level of a value chain:

  1. Reaction. This is reaction to the programme in terms of its relevance to their needs, importance to their success, and is something they would use and recommend to others.
  2. Learning. This is acquiring important knowledge and skills. This is absolutely necessary to make the programme successful.
  3. Application. This is routinely applying what participants learned and making sure that it is successful.
  4. Impact. This is the consequence of application and often contains the measures already in the system focusing on productivity, quality, time, cost for hard data items, and engagement, teamwork, collaboration, and customer satisfaction in the softer categories.
  5. ROI. This is a comparison of the monetary benefits from the programme to the cost of the programme. The formula is:
    ROI percentage equals programme benefits minus programme costs all divided by programme costs then multiplied by one hundred

An objective is the minimum acceptable performance. For most capital improvements, the ROI objective is typically between 12% and 16%, which might be appropriate for a programme at Warwick Conferences.

Factors affecting ROI

The best way to receive value from this exercise is to understand more clearly what causes the ROI to increase, and then think through the design, development, and implementation of your programme to ensure that it can deliver a maximum ROI.

This estimator will estimate the ROI based on the presence or absence of certain factors in the conception, design, development, proposed delivery, and anticipated support of a particular programme.

Research from ROI Institute has identified these eight significant factors:

  1. Offsite Facilities - minimize distraction and interruption with offsite facilities.
  2. Direct reports - involve delegates with direct reports.
  3. Business alignment - align the programme to business measures in the beginning.
  4. Appropriate solution - ensure that the proposed programme is the right solution to improve the business measures.
  5. Focus on success - design for success at each outcome level.
  6. Appropriate audience - involve the right audience for the programme.
  7. Perceived value - ensure that the programme is valuable to delegates.
  8. Manager support - establish supportive partnerships with key managers.

These factors each have different weightings in the ROI Estimator.


For each of these factors, using the 1-5 scale, indicate the extent to which this factor is addressed in the proposed programme. The result will be an ROI estimation.

Estimating your ROI

Upon completion of the Estimator – which takes approximately five minutes – users will receive an estimated ROI for their programme. Crucially, it offers tailored advice and tips on how to improve the ROI, should it be negative.

In a world where justifying budget spend is more important than ever, we hope that this tool provides you with the knowledge and insight to develop L&D programmes high on impact with a maximum return.

10% complete

Offsite facilities [factor 1 of 8]

This question is designed to understand the type of facility used when delivering your L&D programme.

In what format do you intend to deliver your programme?

  1. Online course completed during working hours.
  2. Online learning in a distraction-free environment (e.g. logged out of all work programmes, such as email).
  3. Blended/Hybrid learning with teacher-led programme.
  4. An off-site training course.
  5. An off-site training course led by an expert teacher.
20% complete

Direct reports [factor 2 of 8]

This question is designed to understand how many direct reports the delegates have. For example, if your delegate is responsible for 10 people, then you would select 6-15.

Approximately how many direct reports do the delegates of this planned programme have, on average?

  1. Zero
  2. 1-5
  3. 6-15
  4. 16+
  5. Direct reports are leaders.
30% complete

Business alignment [factor 3 of 8]

This question is designed to understand the level to which business impact has been a factor in the design of the programme. This specifically relates to how the programme drives results to the business, e.g. increased sales.

To what extent is the planned programme connected to business measures?

  1. There is no presence of a business measure or connection and no KPIs are set.
  2. The programme is designed to improve an obvious measure. For example, if a programme is focused on compliance, then the business measures are compliance discrepancies that can be prevented. No KPIs are set.
  3. There is a moderate business connection because some communication has been made to create the understanding that this programme should drive the business forward. KPIs and vague objectives are set, but not consistently reported.
  4. One or more business measures are identified at the beginning of the programme. KPIs and objectives are set.
  5. The business measure will be the focus of the programme. KPIs and specific objectives are set, and the programme is adjusted depending on the success towards meeting business goals.
40% complete

Appropriate solution [factor 4 of 8]

This question is designed to understand if the programme is the most appropriate solution to driving business measures.

What has been done to ensure that the planned programme is the most appropriate solution to improve the business measures?

  1. Nothing.
  2. There has been minimal discussions about how this programme can improve the organisation and deliver an impact.
  3. There are some logical connections between using the content from the programme and the outcome expressed as a business measure.
  4. There will be significant discussion with delegates, including activities to help them reach the conclusion (before their participation) that this is the right content/skill set that they need.
  5. There has been ample formal discussion with each delegate which has led them to logically conclude that this is a solution that will influence the business measure.
50% complete

Focus on success [factor 5 of 8]

This question is designed to understand the process in which you set objectives and KPIs for the programme.

Please note: ‘reaction objectives’ relate to objectives set on the desired reaction from the delegates participating in the training. These objectives will include relevance to the delegates’ job and their intent to use the training

Have you set objectives for your programme at each outcome level including impact?

  1. There are no objectives for the programme.
  2. Vague learning objectives have been developed.
  3. Reaction and learning objectives are developed, to focus on the importance of the programme to the participant.
  4. Specific objectives for reaction, learning, and application levels have been developed.
  5. Very specific objectives for reaction, learning, application, and impact levels have been developed.
60% complete

Appropriate audience [factor 6 of 8]

This question is designed to understand the number of delegates that the training is suitable for.

Will the intended audience for the programme have an opportunity to use the knowledge and skills?

  1. Less than 70% of the delegates in this programme will have the opportunity to use the knowledge and skill from the programme.
  2. Between 70% and 80% of delegates are in the right roles and will have an opportunity to use the knowledge and skills from the programme.
  3. Approximately 80% to 90% of delegates are in the right role and will have an opportunity to use the knowledge and skills from the programme.
  4. Between 90% and 95% of delegates are in the right role and will have an opportunity to use the knowledge and skills from the programme.
  5. More than 95% of delegates are in the right role and will have an opportunity to use the knowledge and skills from the programme.
70% complete

Perceived value [factor 7 of 8]

This question is designed to understand how much the delegates perceive the value of their L&D programme.

Do your delegates perceive the programme as valuable (relevant, important to their success, and with the intent to use the content)?

  1. No.
  2. At least 30% of delegates will perceive this programme as valuable.
  3. At least 50% of delegates will perceive this programme as valuable.
  4. At least 70% of delegates will perceive this programme as valuable.
  5. At least 90% of delegates will perceive this programme as valuable.
80% complete

Manager support [factor 8 of 8]

This question is designed to understand how much support managers of participants provide, including how actions following the programme are followed up.

Does the delegate’s immediate manager support this programme?

  1. No.
  2. There is minimal manager support. There is some expectation that managers understand the programme, but there are no official measures of this.
  3. There is moderate manager support. Managers of delegates have been informed about the programme and their role in making the programme successful.
  4. There is a significant amount of manager support. Managers of delegates have been asked to take a more active role in ensuring that delegates are prepared for the programme and the subsequent follow-through.
  5. There is a very significant amount of manager support. Managers will meet with the delegates before the programme to set goals, and then after the programme to confirm the learning. Then, managers set expectations for use and are available as a coach when necessary.
90% complete

You're nearly there...

Just submit a few details and you'll have access to your ROI Estimator.

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100% complete

ROI Estimator results

In collaboration with

ROI Institute

Your results

Your ROI is in the range of n%

Allowing for a 22% margin of error, this means your ROI could be between n% and n%.

If the assessments for the eight factors are accurate, there is a 95% confidence that the value will be in this range.

This means that for £1 invested, we estimate that you will gain/lose £n.nn

Your programme based on the estimated ROI

  • -26% to -100% Very unsuccessful; Programme needs significant improvement.
  • -6% to -25% Unsuccessful; Some elements are present for success: Multiple opportunities for improvement exist.
  • -5% to 25% Average success; Still, need more focus on improvement.
  • 26% to 100% Above average success; Refine current processes for even more improvement.
  • 100% to 200% Excellent programme; Should yield a positive business contribution. There is still potential for more results.

Your ratings

  • Offsite facilities: n (change rating)
  • Direct reports: n (change rating)
  • Business alignment: n (change rating)
  • Appropriate solution: n (change rating)
  • Focus on success: n (change rating)
  • Appropriate audience: n (change rating)
  • Perceived value: n (change rating)
  • Manager support: n (change rating)

About your results

If your ROI estimation is less than what you desire, seek out opportunities for improvement. As you observe your ratings, consider those rated one, which essentially removes that factor from the analysis (i.e., it did not add to the ROI total). These items present the best opportunity for improvement.

The second-best opportunity is to consider those factors rated two, and the third-best opportunity is to consider the factors rated three, etc.

Examples for improvements would be to take an action that was not planned, involve others, change a process, or design for impact and ROI. After these actions have been planned or implemented, repeat the process to generate a new estimated ROI. If the total is still less than desired, complete another iteration of improvements to see what must be changed to reach your goal.

This cycle can continue until an ideal ROI is estimated. This is the value of using the ROI Estimator—it helps you improve your programmes to ensure they deliver the value that you need.

Get in touch

Want to dicuss your results or make a booking for your next L&D programme?

Simply get in touch and our specialist Business Development Management team will show how we can help you imagine, experience and achieve your goals.

Phone Request a call back

Phone +44 (0)24 7652 3222

Email talktous-conferences at warwick dot ac dot uk


Warwick Conferences’ ROI Estimator is an online tool developed to support those looking to explore the strength of a programme, learn how to make improvements and understand what areas of a programme have an impact against the ROI. The analysis has been provided by the ROI Institute, based on almost 2,000 pieces of existing research on this subject.

The information provided by the Warwick Conferences’ ROI Estimator is for illustrative purposes only and accuracy is not guaranteed. The values and figures shown are hypothetical and they may not be applicable to your individual situation. These results do not provide a guarantee of any future performances. You should not rely on any past performance as a guarantee of future investment performance or otherwise. You should not rely upon the material or information provided as a basis for making business, legal or any other decisions. We make no representations or warranties of any kind, express or implied about the completeness, accuracy, reliability with regards to these results for any purpose.