Development initiatives, when executed effectively, can significantly improve retention. Around 70% of employees report feeling more connected to their company through learning opportunities, while 80% say learning adds a sense of purpose to their work. These aren’t just ‘nice-to-haves’, they’re powerful tools to reduce attrition and boost discretionary effort.
In the face of additional pressure to already stretched budgets, HR leaders should view upskilling as a primary means to support individual growth, as well as providing the foundation for effective future planning and long-term employee retention.
Read more: Organisations leveraging L&D for survival
Scalable solutions for tighter budgets
The first step is to identify scalable, cost-efficient solutions that can be rolled out with minimal disruption to existing working patterns. Learning management systems (LMS) can deliver high-impact content across dispersed teams, ensuring that learners receive the same high-quality meaningful training contact regardless of location and learning style.
Likewise, intuitive, mobile-accessible solutions are often most effective for busy, on-the-go teams, providing platforms that adapt to the workforce, rather than requiring the workforce to adapt to the system.
That said, not every program suits every team. Alternatives such as peer-led learning, knowledge-sharing and structured internal mentoring schemes can build a culture of learning without the need for significant investment. To secure the best possible outcomes, organisations must start by reflecting on the unique needs, skill gaps and working patterns of their workforce.
Embed learning in the flow of work
Another crucial step is to empower employees at all levels to embrace learning. It sticks when it’s supported day-to-day; tech-first solutions like LMS facilitate varied schemes of work. Upskilling managers to become coaches and mentors can reinforce learning behaviours across the business.
Read more: How HR professionals can build a culture of lifelong learning
Equipping senior employees with the tools and confidence to guide their team’s development is therefore essential to unlock a ripple effect of engagement and amplify the impact of learning.
Let data drive the learning journey
Once learning is embedded as a shared responsibility, the next step is to use data to inform development decisions and demonstrate value. Analytics from learning platforms can identify where uptake is strong, or where engagement is lagging, offering insights HR leaders can use to tailor content and prove impact to senior stakeholders.
For employees, relevance is key to the perceived value of learning. When learners feel content reflects their challenges and aspirations, engagement and productivity are likely to be higher. That’s where tools that incorporate real-time data can shape pathways that feel personal, not prescriptive, creating a dynamic model for growth. Using analytics alongside customisable content lays the foundation for a more responsive and impactful learning environment.
Read more: Case study: using L&D to solve labour shortages
While it is vital to address immediate skills gaps, the most resilient organisations will be those that align learning strategies with future business needs and incorporate ongoing development into workforce planning.
The best advice? Start small, tracking uptake and outcomes, and refine the offering based on the feedback and needs of your employees.
As wage pressures rise and the cost of external recruitment continues to grow, developing internal talent is no longer optional. The question for HR leaders is not if we can afford to invest in learning, but how we can afford not to.
By Stephanie Kelly, chief people officer at IRIS Software Group
