Learning and development is no longer just about training sessions or onboarding. With AI reshaping how employees acquire skills and organisations demanding measurable returns, L&D is emerging as a strategic driver of growth, innovation and resilience. Steve George, Head of Learning at the CIPD, Pash Reddy of S&P Global, and Rise Up Country Director for UKI & NL, Camilia Miccolis, explore new strategies for ensuring L&D delivers measurable result.
Employee learning and development (L&D) is one of the fastest moving aspects of people management, but it’s also one of the least discussed. Training, by its very nature, is an intangible concept with countless moving parts and its effectiveness varies dramatically from business to business. How is training delivered? How is data gathered and reported? What metrics determine its success?
According to a study by Accenture, the average return on investment (ROI) for training is a staggering 353%. That means for every dollar spent, US$4.53 is returned.
L&D is not simply about training, onboarding or retention. It is instrumental to ensure compliance, drive change and transformation, onboard new starters, drive retention and create the workforce of the future in the interests of individuals as well as the organisation.
The shifting sands of L&D
As the role of L&D shifts, organisations are increasingly viewing it as more than just a training function; it is now a core contributor to business success. For Steve George, Head of Learning at the CIPD, L&D’s purpose has expanded. In his experience, this shift reflects a greater emphasis on continuous learning, where employees build capabilities that adapt to both their career growth and organisational goals. By aligning L&D with company objectives, businesses not only boost workforce competence but also gain a measurable advantage in productivity and innovation.
This change also requires L&D teams to be more agile and responsive, moving beyond traditional course-based models toward a more integrated learning approach. George highlighted how employees today are more likely to seek out knowledge independently, whether through online platforms or collaborative tools. This self-directed learning approach frees L&D teams to focus on strategic initiatives that support the organisation’s larger vision.
Securing buy-in at the top
A key challenge for L&D is securing buy-in from leadership, which Pash Reddy of S&P Global emphasised as vital for any successful strategy. Reddy noted that aligning L&D goals with the organisation’s overall objectives is essential to demonstrating value to senior leaders. Without this connection, L&D programmes risk being side-lined, perceived as peripheral rather than essential to the business. By presenting L&D as a driver of productivity and employee retention, Reddy argued, leaders are more likely to see its direct impact on business outcomes, making it easier to gain their support.
Metrics that matter
Measuring the impact of L&D is essential for securing long-term support and this often requires going beyond traditional metrics like completion rates. Rise Up’s own Camilia Miccolis highlighted the importance of tracking ‘time-to-skill’ and skill acquisition rates to assess how quickly employees can apply new knowledge in their roles. These data points allow L&D leaders to demonstrate the effectiveness of training programmes in real terms, showing how employees are progressing and how those advancements contribute to broader business goals. By focusing on tangible outcomes, organisations can better understand the value of their L&D investments and make a compelling case for ongoing support.
Miccolis also spoke about the role of AI (Artificial Intelligence) in making these metrics more accessible. AI-driven systems can track individual learning journeys in real-time, enabling L&D teams to gather insights that would be difficult to capture manually. This technology allows companies to see what learning approaches yield the best results, helping them adjust programmes accordingly.
The impact of AI
Artificial Intelligence is reshaping L&D, as is many other industries and applications, by enabling highly personalised and adaptive learning experiences. Miccolis explained how AI makes it possible to tailor learning paths based on an employee’s progress, performance and skill gaps. This approach allows organisations to move away from one-size-fits-all training sessions, replacing them with targeted content that directly addresses each learner’s needs. By delivering relevant training in real-time, AI not only speeds up skill acquisition but also increases engagement, as employees feel supported in areas that matter most to their roles and goals.
AI tools can highlight which types of content are most effective and where learners might need additional support, creating an ongoing feedback loop that improves the quality of L&D programmes.
Building a culture of learning
Creating a culture of learning is just as important as the mechanism of delivery. By encouraging employees to dedicate specific periods to skill-building without interruption, organisations signal a commitment to professional development, which can increase motivation and job satisfaction.
Steve George added that building this culture requires support at all levels, particularly from senior leaders who set the tone for learning as a priority. He suggested that leaders play an active role by participating in training programmes themselves, modelling the value of development for others in the organisation. In addition, promoting peer-to-peer learning and mentoring can help embed L&D into everyday activities. By creating an environment where learning is valued and visibly practiced, organisations can cultivate a workforce that is both skilled and ready to tackle future challenges.
