TALENT ACQUISITION
are supported by a digital ecosystem that can help them track their progress over time.” As a result, businesses should utilise these data-driven skill inventories to enable the companies to pinpoint exact competencies and construct highly targeted development paths. In doing so, HR leaders are able to streamline budgets by cutting out training bloat.
Paying the price for standard L & D Although personalised learning may be able to bolster employee productivity, the question of‘ what does this look like in practice’ is raised. More than half( 58 %) of employees reported to Forbes that they want to learn at their own pace, with a further 68 % stating that they want to learn on the job, according to LinkedIn Learning. This indicates a preference for on-the-job training. In contrast, almost three-quarters( 70 %) of employees prefer online training and self-directed learning over in-person methods, highlighting a need for e-learning platforms. What’ s more, the popular 70-20-10 learning model suggests that most skills are learnt through selfexperience( 70 %), from peers( 20 %) and with training( 10 %). So, has the time come for HR leaders to step away from the rigid rules that traditionally come with L & D?
THE MOST EFFECTIVE ORGANISATIONS ENCOURAGE PERSONALISED, ADAPTIVE LEARNING
Source: McKinsey & Company’ s Increasing Your Return on Talent: The Moves and Metrics that Matter report
If it has, companies that continue to provide generic, tick-box modules could pay the price with financial consequences. For example, the Association for Talent Development( ATD) shared data to suggest that organisations with low-engagement training spend up to US $ 1,500 more per employee on replacement costs due to turnover. If HR leaders are therefore able to shift to more self-directed e-learning that encompasses personalised methods, businesses may be better aligned with how the workforce retains information.
78 July 2026