No one likes being told what to do — especially by their parents. So why do many corporate learning and development (L&D) programs put learning leaders in a parental role?

In traditional workplace L&D programs, learning leaders typically control development from the top down, dictating what employees should learn and delivering standardized content to match. But with jobs evolving quickly and technologies like artificial intelligence (AI) transforming workflows, rigid training models no longer fit how people grow on the job.

Not to mention, prescriptive, large-scale learning efforts often drain resources without delivering meaningful results. Many expensive upskilling programs stall in the planning or activation stage, and U.S. workers, on average, give their organization’s training programs a “C” grade.

Against this backdrop, learning leaders can reimagine L&D as an employee-driven journey supported by the organization. However, ensuring learning meets individual goals and business needs requires a collaborative approach that centers around mutual trust.

The Issue With Top-Down Training Methods

As skill demands evolve, employees increasingly expect support from their employers to keep pace. In fact, an edX survey revealed that this mindset has shifted recently, with more than 80% of employees stating that they now see companies as the new post-secondary colleges.

At the same time, the quality of learning experiences matters. In a study by Cypher Learning, 70% of employees believe their company’s L&D could be improved, and nearly one-half of American workers would switch jobs for better training opportunities.

Traditional top-down training models aim to create consistency, but they can often fall short by treating all learners the same. A one-size-fits-all approach can overlook the fact that each employee’s context — including their role, goals and experience — shapes what they need from learning. Workers see value in training that helps them adapt, and relevant development opportunities will naturally vary across the workforce.

In contrast, personalized learning and development programs have the potential to drive greater impact. They also offer small businesses a more flexible and sustainable way to support upskilling. By allowing employees to take ownership of their development, organizations can remove the guesswork and focus resources where they’ll make the most difference.

3 Tips to Supporting Employee-Directed Learning

To enable employee-led development, learning leaders need to embrace a mindset shift — empowering employees to take ownership of their growth, while HR, L&D, and managers serve as supportive facilitators. The following steps can help bring this approach to life:

1.Start with conversations, not courses.

Instead of assigning trainings that seem relevant, ask employees directly about what they want from learning experiences.

Encourage managers to bring up learning plans in regular one-on-ones or send out team-wide L&D surveys. Questions should explore both the “what” and “why” of development goals — what skills employees want to build and why they matter for their long-term growth.

With this insight, learning leaders can recommend specific trainings or project-based learning opportunities that intersect with employee goals and broader business needs.

Employees know their skills gaps, but they need leadership to listen and respond with support. An invitation to co-create learning paths can lay the foundation for collaboration and show each employee you’re committed to their personal development.

2. Offer hands-on learning experiences.

Hands-on learning is a powerful tool to build skills through practice. As managers help create development plans, they should think beyond traditional courses and identify applied learning opportunities.

For example, if an employee expresses interest in managing a team, their manager could assign them to lead a cross-functional project. HR can scaffold the experience with targeted support like peer coaching or structured reflections.

To make applied learning effective, organizations must embrace continuous improvement. Employees should feel safe to try, fail and try again without fear of judgment. When leaders frame mistakes as part of the learning process, they normalize the idea of “failing forward” and reinforce a culture of trust.

Hands-on learning blends support and autonomy. Managers and HR offer guidance as employees explore new challenges, then step back to let learning unfold.

3. Create structures that maintain employee autonomy.

For self-directed learning to stick, you need systems that can allow employees to evolve their development goals over time.

One strategy is for managers to assess employee learning paths across three areas: experience, competency, and knowledge. Along with hands-on experiences, employees should receive mentorship to build understanding of their industry and the broader business. Similarly, managers can ensure employees are reinforcing core competencies through designated learning time.

A discretionary development budget also supports employee autonomy. Even a small quarterly allowance, like $40 to put toward a book or class, can empower employees to pursue learning that feels worthwhile to them.

Supporting employee autonomy in learning doesn’t mean launching another large-scale formal program. Regular check-ins and flexible resources can help you build a feedback loop that sustains momentum and engagement.

Reimagining L&D for Today’s Workforce

Although a top-down approach to L&D is still common, it can no longer meet the pace today’s workforce expects. Employees need flexible learning experiences aligned with their individual goals, supported by tailored opportunities and continuous feedback.

Shifting away from a directive learning model doesn’t mean HR and L&D leaders step back entirely. Instead, it means empowering employees to take the lead in their development — with learning leaders and managers acting as strategic partners who guide, support and reinforce growth.

In this more flexible framework, everyone plays a key role in building a culture of continuous learning across the organization.