How to support employee learning and development

A quick insight: Employee learning and development helps people build capability, confidence and career momentum, directly influencing engagement and performance. When learning opportunities are relevant, accessible and aligned to individual goals and organisational needs, people feel supported and valued. Ongoing development creates a culture of growth where people are more motivated to contribute, adapt and succeed.

Our cross-sector benchmark data shows that 72% of employees say they receive the right training and development to do their jobs well. It’s an encouraging statistic from the outset. But flip that number and you realise that over a quarter of employees don’t necessarily agree that they are being adequately supported. 

For organisations aiming to boost employee engagement and performance, that’s a significant gap. And the numbers on career development are even more telling: while 65% feel their manager helps develop their skills, only 57% believe their career development goals are being met where they are.

These figures suggest a disconnect between what companies think they’re offering and how employees experience it. Addressing that disconnect starts with a more strategic and consistent approach to employee learning and development.

Related: How to revamp your performance management process with employee listening in mind

Learning and development drives engagement

Employee engagement is often treated as something intangible, but the factors that drive it are usually pretty clear. In our experience as HR consultants, we’ve seen the huge difference learning and development can have in this area. When people feel they are improving, gaining new skills and progressing in their roles, they are far more likely to feel invested in their work and the organisation.

Development opportunities are a key reason people stay, and a lack of them is a key reason they leave.

It’s not just about technical upskilling. Employees want to grow in their confidence, communication, leadership and career paths. Learning and development should therefore support both current job needs and future aspirations.

Good development helps retain good people

Job-hopping isn’t just a trend among younger workers. People of all generations are more willing to leave roles when they don’t see a future there. According to LinkedIn’s 2023 Workplace Learning Report, 94% of employees say they would stay longer at a company that invests in their development.

This reinforces what we hear in employee listening programmes: people want to feel that they’re progressing. When development is limited to compliance training or ad-hoc online modules, employees are unlikely to see long-term value. But when companies actively support individual goals through structured learning, stretch assignments, mentoring and feedback, retention improves.

Learning and development is everyone’s responsibility

Too often, learning and development is seen as a one-off event or the responsibility of HR alone. But it should be embedded across every part of the employee lifecycle — from onboarding to promotion.

Managers play a key role here. As our data shows, only 65% of employees say their manager takes the time to develop their skills. That’s not just a missed opportunity — it signals a need for more support and expectations around manager involvement.

Line managers should feel confident in having development conversations, recommending learning opportunities and creating space for growth within daily work. Organisations should also invest in upskilling managers themselves, especially in coaching and feedback.

HR teams, meanwhile, should be linking employee learning and development to wider business goals. What skills do we need now and in the future? Where are our gaps? What do our people want to learn, and how do they want to learn it? Building learning into performance reviews and regular one-to-ones helps keep it relevant and visible.

Related: 16 coaching frameworks that can boost productivity

Make development accessible and inclusive

Learning and development needs to be equitable. If some employees have access to development opportunities and others don’t, it quickly undermines trust. That’s why it’s important to review access to resources, time, coaching, mentoring and secondments. Who gets tapped for opportunities, and who doesn’t?

If you want all employees to feel supported, make sure learning is part of every role, not just those in corporate or office-based jobs.

The format also matters. Not everyone learns best via eLearning or scheduled webinars. Some prefer self-paced resources, others thrive in workshops or group coaching. A blended approach — combining digital tools, peer learning, and in-person sessions — tends to get the best results.

Learning and development supports wellbeing and performance

Workplace learning is closely linked to both wellbeing and performance. Employees who feel confident in their skills and knowledge report lower stress levels and stronger performance. Learning gives people a sense of progress, purpose and belonging.

Investing in learning is especially important in times of change or uncertainty. When roles shift or new demands emerge, giving people the tools to adapt can reduce anxiety and improve organisational agility.

It’s also worth considering the impact of learning on diversity and inclusion. Development opportunities signal trust and investment. When people from underrepresented groups are supported in building their skills, stepping into new challenges and progressing in their careers, it improves representation at all levels.

A culture of learning doesn’t happen all by itself

Building a strong learning and development culture requires deliberate choices. It involves listening to employees, understanding what motivates them, and making learning part of the everyday experience.

That starts with data. Employee listening tools, including lifecycle surveys, can highlight where learning support is working well and where it needs attention. For example, you may discover that new starters feel well-supported, but experienced employees feel they’ve stopped growing. Or that development conversations drop off entirely after probation.

These insights help organisations shape learning strategies that are relevant and sustainable — not just another HR initiative. When you connect learning and development to what people actually want and need, it becomes something they value and engage with.

Focusing on learning and development is a smart business move

Training people well, giving them space to grow, and supporting their career aspirations isn’t just about ticking boxes. It’s about creating a workplace where people want to stay, contribute and thrive.

Employee learning and development is one of the clearest ways to show people they matter. And when employees feel valued, skilled and confident, that shows up in performance, engagement and culture.

Want to understand how your employees feel about their development and progression? Get in touch for your no-obligation consultation to learn how an employee lifecycle survey can reveal where people feel supported — and where they don’t.