As we head into 2023, the world is acclimatizing to the rapid changes brought about by the COVID-19 pandemic. No industry has been immune, but the learning and development (L&D) sector arguably experienced a bigger cultural shift than many others.

This is reflected in the Cegos barometer survey, “Transformation, Skills & Learning.” Released recently, it takes the temperature of the training industry to see what is hot and what is not among the business community across five European countries, as well as Singapore and Brazil.

Four major themes emerge from the survey results:

1. Predominance of the “Great Reshuffle”

The majority of respondents (78%) said they would seriously consider moving from their current company if a new role has greater meaning and purpose. This has significant implications for companies, demanding a culture that values an employee’s contribution and allows them to make some impact on the wider world. It is also important to align company values with modern thinking, especially around issues such as diversity and inclusion, climate and social equity.

“As the ‘great reshuffle’ entails, in most cases, a change of company, it triggers a war for talent,” says Jonathan Mohadeb Lysobycki, head of international projects at Cegos Group. “As we’re seeing today, many companies are upskilling their HR teams, recruitment and resourcing teams and their managers, to better attract talent.” Also, Jonathan says, “The ‘great reshuffle’ calls for organizations to invest in offering meaningful positions, good compensation packages and full support of the L&D function as an ally.”

Almost two-thirds of surveyed companies have either implemented or will soon implement retraining measures, linked to the need for meaning, to deal with a potential “brain drain.” Many others said they’re actively considering it. Whatever the case, it is important for business leaders of all generations to adjust their mindset and understand what is motivating employees in the modern world. Clearly, it is not just salary and benefits.

2. The Need for Reskilling

According to the survey response, HR managers anticipate around 20% of jobs will soon become obsolete. The World Economic Forum suggests that 50% of today’s workforce will need reskilling within the next five years, ostensibly to meet the challenges of the future and move into work that is not yet fully automated.

“In this context, learning and development teams are strongly challenged,” says Christophe Perilhou, learning and solutions director at Cegos SA. “Challenged on their ability to support professional reconversion; challenged on their ability to train massively and, over short periods of time, to adapt to continuous changes in the workplace; and challenged on their ability to develop a real learning culture within their organization.”

Many L&D functions face significant difficulties in matching the skills needs of their company with their training offer. They are overwhelmed by the sheer scope of training on such a massive scale, so they seek solutions in technology. Thankfully, artificial intelligence is becoming more sophisticated and is expected to provide L&D with better options to personalize the learning journey and train at scale.

3. Changing Learning Pedagogies

A growing number of programs are shifting pedagogies as technology advances  — 33% of respondents report their organization uses immersive learning as part of a wider set of training measures.

“Immersive learning includes real-world simulations which can trigger emotions and enable the learner to see behaviours more clearly,” explains Sarah Ratcliff, head of learning solutions at Cegos UK. “They can quickly understand the impact and then be motivated enough to make an effort to change. With immersive learning, more emphasis is put on psychological safety as learners are able to make mistakes in a simulation. As learners practice in this environment, their skills will grow in confidence. This practical application of behavior change ensures that learners can apply learning to the workplace on their return.”

The increase in work-from-home activity since the pandemic has meant that many professionals have become more remote from their colleagues than was previously the case. Immersive learning and another trend called “social and community learning,” help foster the spirit of working together, which leads to greater motivation.

Making time for development, creating a safe space for people and giving them time to explore and grow will not only drive performance but also build job satisfaction, a sense of well-being and confidence.

4. Demand for Just-in-time Training

Only 40% of employees believe their organization meets their needs for skills development “just-in-time,” and 42% believe the training response comes too late.

There is a tendency among HR and L&D to offer a continuous program of learning that changes little from year to year. When a new skill is needed, it takes time to design and create a program to develop it. In that time, the employee may have moved elsewhere, or the company could have lost money waiting for the skillset to be realized.

The key to just-in-time training is to anticipate future skills needs based on an analysis of skills and learning trends.

“Your L&D program should be a dynamic partnership rather than a static one,” says Gregory Gallic, offer and expertise manager at Cegos SA. “Put some budget aside for flexibility and implement agile working method. Focus on simplification — do not aim to develop the perfect training product, but rather the most valuable one.”

“Exploit learning data to improve personalization of resources, real-time feedback, and performance support in the workflow. Make just-in-time decisions about what to offer.”

A Brighter Future Ahead?

The barometer report offers some cause for optimism, even as we head into a more difficult economic climate. With people development now taking a more central role than previously, it seems companies will soon be in a better position to tackle the challenges ahead.

“Behind all of today’s business challenges, the central issue is the employability of individuals and the performance of organizations,” says Benoit Felix, Cegos Group chairman. “Fortunately, companies are now tackling these issues head-on, sometimes under pressure but often voluntarily. We see this in the support we give them in designing and deploying ambitious programs for upskilling, professionalization and reskilling.”