Learning and Development (L&D) Struggles to Bridge Skills Gaps Without Addressing Internal Deficiencies
In the rapidly evolving business landscape, the importance of continuous learning and development (L&D) has never been more apparent. However, a shift in focus is necessary as traditional course-based solutions are being replaced by a more outcomes-driven approach.
According to the LinkedIn Workplace Learning Report 2025, many L&D professionals believe that continuous learning is more important than ever. Yet, the report also highlights a concerning trend: the profession's own skills gaps are slowing its ability to lead the transformation agenda. A similar sentiment is echoed in major business surveys, with skills gaps identified as the number one barrier to transformation.
The data reflects this, with formal learning hours per employee dropping from 17.4 in 2023 to 13.7 in 2024, despite steady spend. This suggests a need for L&D teams to upgrade from course factories to skills-and-outcomes engines.
Consolidating fragmented technology stacks around skills intelligence and publishing regular "skills dashboards" will help HR leaders report to executive teams, making the case for investment in reskilling L&D teams with consulting, analytics, and product capabilities.
HR leadership is recognising this need. Entering L&D professionals must master consulting basics, learn data analysis, and get familiar with AI tools. Current L&D managers must pivot their teams toward skills-first operating models, build or maintain a skills taxonomy, and tie programs to metrics like retention, productivity, or time-to-competence.
In Germany, active L&D teams are driving this transformation. The "Lernende Teams" community, led by Florian and Jan, fosters autonomy, connection, and clear orientation to inspire peak performance in teams. Helmholtz Zentrum München offers tailored leadership trainings, coaching, and team workshops designed to improve collaboration, identify individual strengths, and optimise internal processes, all of which support skill development aligned with team outcomes. The PreContent 2025 project promotes interprofessional learning and future skills in healthcare teams, demonstrating scalable, future-oriented learning environments.
The World Economic Forum highlights rising demand for digital fluency, AI literacy, and sustainability skills. With one in three workers across OECD countries mismatched to their jobs, according to OECD analysis, it's clear that enterprises don't have a learning problem; they have a performance and redeployment problem. Organisations are demanding impact, not more training volume.
David James, the CLO at 360Learning and host of The Learning & Development Podcast, emphasises this point. L&D professionals need to provide hard performance metrics and frame business problems. James, a former Director of L&D for The Walt Disney Company, encourages L&D teams to develop a new skill set, including consulting and stakeholder management, data and analytics, digital fluency, and product thinking.
In conclusion, the L&D landscape is undergoing a significant transformation. By investing in reskilling L&D teams, consolidating technology stacks, and shifting focus from courses to skills and outcomes, organisations can bridge skills gaps and drive business success in the digital age.
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