The current landscape of employee skill development presents a formidable challenge. HR is expected to deliver agile, strategic L&D programs that make a tangible impact on each individual at every stage of their career. At the same time, they have to balance the changing needs of the business and its leaders, which can be an ongoing struggle.

At the heart of this struggle is a broader misalignment between the expectations of business leaders and employees, and what L&D teams think they can deliver.

Business leaders are confronted with the challenge of executing strategies with underskilled teams, while at the same time proving impact against investment. Yet learning journeys for employees are not always focused on skills that drive toward strategic business objectives:

Employees struggle to stay engaged in their work and motivated to learn new skills. They’re looking for opportunities for career advancement, but many are asked to chart their own paths which leaves them feeling aimless and unsupported.

HR leaders have to manage the upskilling needs of overwhelmed, disengaged, and disappointed employees. They must also understand the needs of business leaders and meet their expectations by delivering a strategy with impact.

To gain confidence and deliver on expectations, L&D initiatives must be designed to fuel transformation through upskilling across people, the business, and the workplace, holistically — expanding to address needs for all key stakeholders simultaneously while aligning with business objectives.

In other words, L&D desperately needs a new strategy.

Your gateway to transformation: A 15-page guide!

In this guide we analyze the latest market research and deliver real actionable advice with 9 practical takeaways on how to solve this frustrating misalignment between business expectations and what L&D can deliver.