The Hidden Cost of Choosing the Wrong Learning Partner: What Most Organizations Miss Until It's Too Late

Here's what keeps L&D directors up at night: you can check all the boxes on a vendor selection rubric and still end up with training that doesn't move the needle. Great content, engaging facilitators, reasonable pricing—yet six months later, nothing has actually changed.

Kayla Wilson, Organizational Development and Training Professional at Horizon Farm Credit, recently joined the LearnIT Lounge podcast to reveal why traditional vendor selection processes miss what actually matters. With over six years designing learning initiatives and a master's degree in organizational development and leadership, Kayla brings a systematic perspective on what separates training partnerships that transform organizations from those that just fill calendar slots and burn budget.

The problem isn't that organizations don't evaluate partners carefully. Most have detailed RFP processes and thorough vendor reviews. The problem is they're measuring the wrong things while missing the factors that determine whether training actually sticks and scales.

The Six Criteria That Actually Matter

Kayla's selection framework at Horizon Farm Credit evaluates every potential partner through six specific lenses, and the order matters.

First: Expertise and experience. "We look for a partner with a proven track record and extensive experience in the specific area of training we're planning," she explains. This means digging deeper than credentials to see if they've solved similar problems for comparable organizations.

Second: Learning methodology. "We evaluate the program partner's approach to training, making sure methodology is engaging, interactive, and based on current sound adult learning principles." This is where many organizations stumble—focusing on content topics while ignoring whether delivery creates lasting behavioral change.

Third: Delivery flexibility. "What kind of training do they offer? Virtual only? In person? Blended learning?" The real question is whether partners can adapt as organizational needs evolve.

Fourth: Customization and flexibility. Kayla calls this most important personally. "Ensuring the training partner can tailor the program to meet whatever the organization's specific need is. Customization is essential for addressing unique challenges and achieving desired outcomes."

Fifth: Industry knowledge or willingness to learn. "We look for a partner who, while they might not have industry-specific knowledge, is willing to invest in learning more about Horizon as an organization, the team they're training, and our overall industry."

Sixth: Cost effectiveness. But not how most define it. "Assessing the cost in relation to the value they provide, not just the budget dollars," Kayla clarifies. "Not only the number on that invoice, but the overall effectiveness of the partnership and how that impacts the training."

The Customization Question Everyone Gets Wrong

Customization has become a loaded term in L&D. Some vendors use it for minor tweaks to standard content. Others treat it as code for expensive custom development.

Kayla cuts through this with clarity: "Customization plays a crucial role simply because it ensures training programs are specifically designed to meet the unique goals of the organization."

But she doesn't expect partners to build everything from scratch. Instead, she looks for "active collaboration"—partners willing to co-create specific components while leveraging existing expertise.

"It might not be the actual content, but what it could be is pre-work or post-work or case studies or scenarios or breakout questions we're working through," Kayla explains.

The real test came during an unexpected moment. "We had organizational change announced Tuesday, and Mickey was leading a leadership class Wednesday," Kayla recalls. "I made a quick phone call saying, 'Here's a change initiative that's taken place.' That was worked into the content because Mickey knew the group, our organization, our team. He could proactively prepare for that conversation."

That's active collaboration. That's customization that matters.

The Cultural Fit Factor Nobody Measures Properly

When organizations evaluate cultural fit, most rely on surface assessments: Do they seem professional? Do materials look polished? Did the sales conversation feel comfortable?

Kayla pushes deeper. "Before you even understand a partner's culture, I think it's really important that you understand your own organizational culture," she advises. "Clearly define your organization's values, mission, work environment, and needs to articulate that to a partner later and have a clear vision of what you're looking for."

She recommends homework before initial contact. "With social media and websites, you can find a lot about a program partner before you even contact them. Investigate their values, mission, work practices through websites, marketing materials, client testimonials, even who works for them and how they've invested in their own development."

Then ask revealing questions during initial meetings: How do you ensure programs align with client values? Can you provide examples of adapting training for different cultures? What are your core values and how do they influence your approach?

"Do the program partner's values align with our organizational values? That's crucial for a cohesive and effective long-term partnership," Kayla says.

The Insourcing vs Outsourcing Reality Check

Kayla doesn't take sides because both approaches have specific advantages and real challenges. The key is knowing when to use which approach.

For insourcing, challenges are predictable but often underestimated. Resource constraints hit first—does your team have capacity and subject matter experts? Having internal experts doesn't automatically mean they can design and deliver effective training.

"Quality and consistency goes right along with that," Kayla notes. "And scalability—if we need something fast, an off-the-shelf product we can customize with an outsourcing partner might go a lot faster than something we're building internally as a four- or five-person team."

She identifies innovation lag as one of the biggest insourcing challenges. "Sometimes with internal teams, there's lack of exposure to latest training methodologies versus a team where this is what they do every day."

For outsourcing, different challenges emerge. Misalignment with organizational culture can derail well-designed programs. Communication barriers create gaps. Quality control becomes harder. And for regulated industries, data security risks matter when sharing proprietary information with external partners.

The Ownership Lesson That Shapes Her Approach

When I asked about her most significant career lesson, Kayla shared something that shapes how she builds programs.

"You own your experience," she said. "Whether it's your employee engagement, your training and development, or your career path, you really get to own it."

This came from early career experiences about taking the next right step and investing in learning even outside current role scope. "You're always preparing for the next role. Really owning your experience and thinking about where you want to be, how you get there, and what organizational resources are available."

This perspective shapes how she evaluates partners. She looks for organizations that empower employees to take charge of growth, not just deliver content.

The Uncomfortable Truth About Training Effectiveness

I asked Kayla about the most uncomfortable truth in L&D that nobody wants to admit. Her answer cuts to why so many initiatives fail.

"Not all training programs will lead to meaningful behavioral change and improved performance that you're hoping for," she acknowledged. Then added a sobering fact: "The average adult attention span lasts for about 20 minutes before becoming distracted."

Her mitigation strategies focus on practical application—programs designed with strong emphasis on applying content today through real scenarios and hands-on activities. "Learning shouldn't stop at the end of the learning session," she emphasizes. This requires follow-up activities, coaching, and refresher courses to support long-term change.

It also means regularly evaluating effectiveness and using data for continuous improvement. "It's a hard pill to swallow when you're delivering a program that's not performing as expected," Kayla admits. "But using that data to make continuous improvements to content and delivery has huge impact."

Start Here: Two Action Steps

Kayla's advice for evaluating learning partnerships is concrete.

First, understand your own culture deeply. "Make sure you have alignment of values and goals and that shared language," she advises. "Partnering with a learning partner who understands and aligns with your organizational culture helps reinforce the behaviors and attitudes you want to cultivate."

When a partner understands your culture, they communicate effectively using language and examples that resonate with your team. "By understanding your culture first, you can select a partner that will not only deliver effective training but also enhance and support your organizational values and goals."

Second, evaluate true cost effectiveness. "Assess the cost in relation to the full value versus just that number on the invoice," she emphasizes. "Quantify the benefits: expertise, scalability, administrative burden, content development."

Look at tangible benefits like increased sales and reduced errors alongside intangible returns like improved morale, engagement, and teamwork. Set quantifiable goals and measure them against full training value, not just program cost.

Because as Kayla has learned: the cheapest option rarely delivers the best value, and the most expensive doesn't guarantee results. The right partner aligns with your values, fits your culture, matches your flexibility needs, and commits to long-term collaboration.

The invoice number is just one data point in a much larger equation.

What This Means for Your Next Decision

Kayla's framework reveals that selecting learning partners is a strategic relationship decision requiring you to understand your own culture, clearly articulate your values and needs, evaluate partners on adaptability and innovation, establish clear communication channels, and commit to long-term collaboration over transactions.

Before your next RFP or contract renewal, ask Kayla's fundamental questions: Do we clearly understand our own culture? Can we articulate our values? Are we evaluating true cost effectiveness or just invoice numbers? Are we building toward long-term partnership or solving immediate problems?

Because as she's learned: the right learning partner doesn't just deliver training. They enhance and support your organizational values while helping employees own their development experience.

That's worth more than any line item on a budget spreadsheet.

About Kayla Wilson: Kayla Wilson is an Organizational Development and Training Professional at Horizon Farm Credit with over six years of experience designing effective learning initiatives. She holds a master's degree in organizational development and leadership and specializes in creating customized programs that foster continuous learning culture. Connect with Kayla on LinkedIn.