Training Journal

There is a particular kind of frustration that comes from wanting to grow and finding that the opportunities around you haven’t yet evolved to match your ambition. New research from Lyceum Education Group and the FT Longitude, drawing on insights from 2,000 UK-based employees, shows something subtle yet strong: workers across the country are eager to develop, overwhelmingly value lifelong learning, and believe in their employers’ cultural commitment to growth.

Over the past decade, the role of learning and development has been steadily redefined. L&D is no longer expected to simply deliver training. The expectation now is far broader and far more demanding.

AI is reshaping work at speed. New tools are emerging regularly, automating tasks, augmenting decisions and changing what “good” looks like at every level. However, while technology is evolving quickly, workforce structures are not. In many organisations, leaders are still clinging to rigid, job-based models that make it hard to see what skills they have today, and even harder to build the skills they’ll need tomorrow.

Culture, For HR, For new to L&D, For people managers, Leadership, Management, Managing teams, Opinion The real secret to business success is your team A motivated team doesn’t happen by accident. It takes leaders who practise empathy, build trust, invite different perspectives, and spot when people need support to recharge. In this article, Dalip Jaggi explains how personalising relationships and investing in growth creates…

Artificial Intelligence (AI), Change, For experienced L&D professionals, For HR, For L&D managers, For people managers, For senior L&D, Opinion, Skills, Strategy, Talent Skills, not job titles: Rethinking workforce strategy in the AI age AI is accelerating change, but so many organisations are still built for stability, not speed. Toby Hough argues that shifting from job titles to a skills-first operating models helps businesses see capability, redeploy talent and retain people. With AI powering…

The landscape of Talent Acquisition is undergoing a significant transformation, driven by the rapid adoption of Artificial Intelligence (AI). What was once a largely manual and relationship-driven function is now increasingly supported by automation, data analytics, and intelligent systems. This shift also brings a critical question to the forefront From resume screening to interview scheduling, AI has become deeply embedded in recruitment operations.

Artificial Intelligence (AI), For HR, For new to L&D, For people managers, Opinion, Talent Faster hiring or better hiring? Finding the human balance with AI As artificial intelligence reshapes Talent Acquisition, organisations are gaining speed, scale and consistency across screening, scheduling and candidate engagement. Yet automation can amplify bias, erode trust and weaken human connection. Kavneet Kaur explores where AI delivers value, where it falls…

The video explores why access to decision-makers is a practical enabler of L&D impact, not just a nice-to-have L&D should do more than wait to be invited into strategic discussions At leadership level, L&D should help shape the direction of the business and prepare for what is coming next Early involvement is often the result of strong relationships Genuine curiosity about what matters to stakeholders is important L&D influence is built through proximity, trust, business understanding and...

Book: Thinking in Systems Author: Donella Meadows Donella Meadows opens with a quote from Robert Pirsig’s Zen and the Art of Motorcycle Maintenance: “If a factory is torn down but the rationality that produced it is left intact, that rationality will simply produce another factory. If a revolution destroys a government but the systemic patterns that created it remain unchanged, those patterns will repeat themselves”.

The World Economic Forum’s Jobs Report projects that 39% of workers’ core skills will need to change by 2030. Workers see this coming and want to develop those skills, but cost stands in the way. A recent University of Phoenix survey found that60% have already paid out of pocket for job training their employer didn’t cover, and 35% have turned down development opportunities entirely because they couldn’t afford them.