Return on Hassle + Return on Investment: The Next Frontier for Learning and Development

“Is the juice worth the squeeze?”

That question is one that the CHART Board (thanks Colby Hutchinson for introducing us to it) often tosses out when it is evaluating whether an exciting new initiative is actually worth the effort. And if I’m honest, it has become one of the most useful filters in my own leadership decisions, especially when it comes to Learning and Development (L&D).

In my role with CHART as a member and on the Board, I have made it a priority to push L&D professionals, especially in the hospitality industry, to stop thinking of their work as support and start thinking of it as a strategic driver. I have spent a lot of time challenging our field to connect learning initiatives to operational outcomes. Whether it is improving guest satisfaction, reducing turnover, shortening onboarding time, or increasing productivity, the real value of L&D comes from its impact on the business.

Through CHART, we have helped elevate the expectations and influence of L&D leaders. We have put ROI in the spotlight and encouraged professionals to back their programs with data that matters to senior leadership.

But ROI, as critical as it is, does not tell the whole story.

That realization hit me after reading an article by Jason Andrew in SmartCompany, where he introduces a concept that should be part of every L&D leader’s toolkit.

Return on Hassle = Profit ÷ Hassle

ROI Tells You What You Gained. ROH Tells You What It Cost to Get There.

ROI matters. It helps us communicate in executive language. It builds credibility. It connects L&D to outcomes the business already values. CHART has more information on how to calculate ROI if you need to learn more.

ROI only answers one question. Did the benefits outweigh the costs. It does not answer how hard it was to implement. It does not account for behind-the-scenes friction. It does not capture emotional labor, scheduling headaches, platform issues, trainer fatigue, or the quiet resistance that makes good programs hard to sustain.

Most learning initiatives are not retired because they lack ROI. They are retired because the hassle becomes unmanageable. If we want smarter decisions and healthier teams, we must measure both the results and the burden required to achieve them.

What counts as hassle in L&D

Hassle is the accumulated friction across a program life cycle. It is not only stress. It is the invisible effort that drains capacity and credibility.

1. Design and Development
   • Endless feedback loops and late changes
   • Competing priorities across stakeholders
   • Platform and content integration that is not seamless
2. Delivery and Execution
   • Coordinating facilitators and venues or virtual platforms
   • Last minute changes and cancellations
   • Scheduling across shifts, time zones, and locations
3. Adoption and Resistance
   • Low engagement from learners
   • Managers who deprioritize training time
   • Cultures that see training as a checkbox rather than a tool
4. Sustainment
   • Keeping content current
   • Driving reinforcement that sticks on the job
   • Onboarding new hires into the same material repeatedly
5. Measurement and Analytics
   • Gathering reliable data from multiple systems
   • Linking learning to business KPIs
   • Reporting consistency and interpretation
6. Opportunity Cost
• Time employees spend away from the job
• L&D capacity diverted from higher value work
• Organizational fatigue from too many initiatives

The math behind ROH

We translate the concept for L&D like this:

ROH = Net Benefit from Learning ÷ Hassle Multiplier

Example. You run a frontline leadership program that delivers measurable outcomes.

Net Benefit: $300,000

Program Cost: $100,000

ROI = (300,000 - 100,000) ÷ 100,000 = 200 percent

Score the six hassle zones from 1 to 5. Suppose the total hassle score is 20. Normalize by dividing by 5 to create a Hassle Multiplier of 4. ROH = 300,000 ÷ 4 = $75,000 per unit of hassle.

Comparison across programs:

Program B delivers more value per unit of hassle even with a lower total benefit. That makes it a stronger long-term bet.

Why ROH should be part of every L&D decision

• Compare the true cost of different programs using a burden lens
• Make better go and no-go decisions before build or scale
• Defend simplification, streamlining, and automation efforts
• Protect team capacity and organizational credibility
• Design for scalability rather than repeating fire drills

How to use the ROI plus ROH scorecard

Step 1. Build a hassle rubric

• Score each of the six hassle zones from 1 to 5. Use team feedback to avoid blind spots.

Step 2. Estimate net benefit

• Link the initiative to real business outcomes. Monetize where possible and use conservative assumptions.

Step 3. Normalize the hassle multiplier

• Divide the total hassle score by 5 or 6. Dividing by 6 creates an average across all zones. Dividing by 5 is a stricter standard that slightly increases the multiplier and raises the bar for ROH.

Step 4. Run both metrics

• Calculate ROI and ROH. Use them together to compare and prioritize across the portfolio.

Step 5. Communicate clearly

• Present a concise story. Example: This program delivers $250,000 in value with a hassle burden of 2. That is $125,000 per hassle unit, which exceeds our target for sustainable programs.

ROI + ROH decision matrix

Use this matrix to evaluate initiatives across both ROI and ROH.

What comes next for L&D leaders

At CHART we have helped L&D professionals earn a seat at the table. The next level is to make decisions that are both smart and sustainable. Return on Investment shows effectiveness. Return on Hassle shows whether it is worth doing again. Together they provide a leadership lens for smart, scalable, and sane choices.

Closing thought

We have spent years proving that learning and development matters. Now we need to prove that it is worth the effort. This dual scorecard gives clarity and leverage. It helps evaluate what to invest in, what to streamline, and what to stop. When you evaluate the next program, ask: Is the juice worth the squeeze (thanks Colby). And if it is, confirm that the return shows up in both metrics.

Inspired by

Jason Andrew. The Most Overlooked Metric in Business: Return on Hassle.

Link: https://www.smartcompany.com.au/business-advice/most-overlooked-metric-business-return-on-hassle/