Learning and Development: A Comprehensive Guide - AIHR 12-11-24, 5:03 p.m.

Learning and
Development
A Comprehensive Guide

Organizations that are proactive about expanding employees’ knowledge and skills build a capable

workforce equipped to overcome challenges and achieve success. That is why employee learning

and development is such a vital function of every company.

This guide is a go-to resource for all you need to know about learning and development.

What is learning and development?

Why is learning and development important?

Learning and development methods

Examples of L&D programs

How to create a learning and development strategy

Learning and development KPIs

Learning and development terms to know

Learning and development jobs

Learning and development skills

Learning and development trends

Learning and development certification

FAQ

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What is learning and

development?

Learning and development (L&D) is a systematic process to enhance employees’ skills, knowledge,

and competency, resulting in better work performance.

L&D is a core HR function and a significant part of an organization’s overall people development

strategy. It plays a key role in attracting and retaining talent, enriching company culture, and

engaging employees.

What is the di!erence between learning and development?

Both learning and development are essential in helping employees grow and succeed, but they have

distinct purposes.

Learning in the workplace is concerned with the acquisition of knowledge, skills, behaviors, and

attitudes that lead to improved job performance. The process of learning takes place through

various activities, such as seminars, conferences, hands-on experimentation, and reading articles or

books.

Development is the broadening and deepening of knowledge in line with one’s individual long-term

professional goals. It aims to grow job-related abilities to expand one’s potential for new

opportunities in the future.

Activities that encourage development include leadership training, mentoring, coaching, job

shadowing, and stretch assignments. Development is typically something an employee chooses to

do rather than being required to.

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What is the di!erence between learning and training?

While the terms “learning” and “training” are often used interchangeably, in the world of L&D, they

are two separate approaches.

Learning is the process of absorbing and retaining information that takes place over time. It

expands one’s viewpoint and knowledge base for immediate application, as well as preparation for

future endeavors.

Training is an instruction event for a specific skill or task that employees need to learn for a work

scenario. It can take place on-site, o"-site, or online and is typically aimed at groups of employees.

For example, employee training can include teaching teams about a new product, how to respond to

customer inquiries more e#ciently, or how to use work equipment safely.

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Let’s summarize the common terms associated with learning and development.

Concept Description

The acquisition of knowledge, skills, or attitudes through experience, study, or teaching. Training,
Learning
development, and education all involve learning.

Training is about teaching immediately applicable knowledge, skills, and attitudes to be used in a

Training specific job. Training may focus on delivering better performance in the current role or

overcoming future changes.

Development is aimed at the long term. It revolves around the broadening or deepening of

Development knowledge that fits within one’s personal development goals and the (future) goals of the

organization. Development usually happens voluntarily.

Education is a more formal way to broaden one’s knowledge. Education is often non-specific and

Education applicable for a long time and is especially relevant when a person has little experience in a

certain area.

READ MORE
Learning vs Training: What’s the Di!erence and Why Do You Need to Know?

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Why is learning and

development important?

The leadership of most organizations understands the value of expanding employees’ skills and

knowledge and chooses to invest in an L&D program. This investment pays o" in many ways,

including the following:

Attracting and retaining employees: People want to work for organizations where they can lean

into their present and future interests. They have come to expect employers to o"er career-

enhancing growth and development. According to a Gallup survey, 65% of workers evaluate job

opportunities based on the availability of employer-provided upskilling.

In addition, a TalentLMS survey showed that 76% of employees are more likely to stay with a

company that provides ongoing learning and development opportunities.

Boosting employee experience and engagement: Employees gain confidence in their

performance and feel inspired to take more initiative and pursue their career aspirations. This

translates to higher morale, job satisfaction, and engagement.

Promoting DEIB: An inclusive and equitable work environment where employees of all

backgrounds have access to growth opportunities is at the forefront of most organization’s

cultural aspirations. Actively integrating DEIB into L&D strategies promotes a sense of belonging

and contributes to an engaged, innovative workforce.

Bridging skills gaps: Organizations must keep pace with technological advancements and

frequent shifts in business concepts. This means equipping employees to face new challenges.

Reskilling and upskilling individuals for specialized technical roles and developing their soft skills

prepares the workforce to adapt, foster innovation, and meet the organization’s future labor

needs.

Telefónica, a Spain-based global telecommunications company, faced a skills gap in critical

areas, including analytics, security, and robotization. Instead of recruiting externally,

Telefónica committed to investing in reskilling and upskilling current employees.

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It launched a program containing an app that integrates with the company’s HR

management system. A chatbot guides employees through creating a profile, getting

personalized training recommendations, and matching their skills with potential jobs.

With 95% of employees using the app, Telefónica was able to collect detailed data on current

skills. This information helped leaders identify where L&D was needed, match employees

with job vacancies, and plan strategies for the future.

Empowering future leaders: Providing learning and development opportunities results in well-

trained and educated employees who can take on new responsibilities and leadership roles. Many

organizations create their own management training programs that o"er employees a tangible

prospect for making their career aspirations a reality.

For example, the American retail membership warehouse chain Sam’s Club has a five-week

learning program called Manager Quality (MQ). Its content brings customized career development

to all levels of associates. It begins with a week of values-based decision-making to develop the

attributes of the company’s leadership expectations. MQ’s framework has four pillars that teach

foundational concepts that apply to all Sam Club roles.

Enhanced reputation as an employer: With so many people looking for growth opportunities in

their jobs, fulfilling their desires for expanding career opportunities is a must for improving your

employer brand. Employers that o"er robust L&D have an advantage over others in the

competition for top talent.

Multinational fast food restaurant chain McDonald’s o"ers L&D benefits to attract and retain

workers in an industry plagued by a labor shortage. Even part-time workers are eligible for tuition

assistance after 90 days of employment. McDonald’s Archways to Opportunity program has a

variety of channels for employee growth and learning. This includes a career development app

that provides on-demand, personalized professional guidance and learning that employees can

access from anywhere.

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Learning and development

methods

There is no single learning method or technique that works for every individual or every

organization. People have varied learning styles, and organizations have di"erent learning

objectives.

The 70/20/10 model is a well-known approach to organizational learning. It breaks down the main

ways in which learning happens:

70% of learning comes from informal, work-based learning. This takes place during new tasks,

challenging assignments, and through supervisor feedback and ‘water-cooler’ conversations with

peers

Courses & Platform For Pricing

20% of learning comes from developmental relationships. Employees
Blog experience social
AIHR Signlearning
In ! Academy Courses
Memberships Teams
through interactions with peers and mentors

Learning and Development 10% of learning comes from traditional coursework and training in a formal, educational setting.

What is learning and While this ratio may work for certain businesses and functions, it is not a one-size-fits-all approach.
development?
For example, in some cases, all workplace learning occurs without formal learning.

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Why is learning and In other cases, years of formal learning and job training are required to join a specialist profession.
development important?
For these kinds of jobs, formal learning will play a much more prominent role.
Learning and development
methods
Fortunately, there is a vast array of L&D delivery methods that organizations can select from,
Examples of L&D programs
combine, and tailor to their specific business and employee needs.
How to create a learning and
development strategy
Here’s a brief look at some of the most common learning and development methods:
Learning and development
KPIs
Formal learning in a classroom setting: This method is goal-oriented and instructor-led with
Learning and development
terms to know limited learner interaction. It is typically a group situation and can take place in person or online.

Learning and development Examples include lectures, classes, and seminars.

jobs

Learning and development Informal learning: Informal learning is organic, unstructured, and more self-directed. It takes
skills
place on the job through tasks, feedback, co-worker interactions, and through individual study.
Learning and development
trends Examples include conversations, online forums, and reading books or doing research.

Learning and development

certification Experiential learning: This trial-and-error approach allows people to try doing something,

FAQ observe the results, and then gain understanding from the experience. Examples include

apprenticeships, internships, virtual or real-world simulation exercises, and scenario-based role-

Want more of this
in your inbox? playing.

First name Coaching: Coaching is a workplace relationship that focuses on empowering employees to grow

and achieve their goals. The coach and coachee meet regularly for open dialogue, with the coach
Email
providing feedback, direction, and support. There are several types of workplace coaching, such

as:
Try it Performance coaching to inspire employees to realize their full potential by honing their

current abilities and learning new skills.

Police Now, an independent charitable social enterprise that recruits police o#cers in England

and Wales, has a very hands-on approach to performance coaching. Its year-long Frontline

Leadership Programme includes one-on-one coaching to guide participants through each

training module and work through any knowledge or skills gaps.

Peer coaching is where two or more colleagues team up to share ideas, learn from one

another, build skills, or collaborate to solve work problems.

AI-based coaching leverages artificial intelligence to provide coaches with insight, augment

coaching e"orts, or exclusively do the coaching.

Establishing a coaching culture builds trust and connection with employees and empowers

them to improve themselves and their performance to impact the company’s success.

Mentoring: Mentoring is a collaborative relationship that connects employees with someone they

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can learn from to grow professionally. Mentors act as role models to the mentee. They listen,

answer questions, and o"er guidance. Examples of workplace mentoring include:

Mentorship programs that are sponsored by the organization provide structure and resources

for mentoring relationships.

Peer mentoring takes place between two co-workers who are at the same or similar level in the

organization but have di"erent degrees of experience. The more experienced one shares their

knowledge and o"ers encouragement to the less experienced one.

Reverse mentoring is when junior employees share their knowledge and expertise with their

superiors to help them overcome a shortfall in a particular area, such as digital skills.

Micro-mentoring occurs in one-time or temporary settings and is focused on short-term

objectives for a specific project, topic, or skill.

Job shadowing lets employees observe a more experienced colleague as they perform their

duties. Implementing a job shadowing program is a way to o"er employees exposure to other

roles and new career opportunities.

Skill building: Skill building involves helping employees acquire new skills. The purpose is to fill

the organization’s skills gaps so it can achieve business goals and remain competitive. Examples

of skill-building activities include new product training, customer service role-playing, and

problem-solving games.

Targeted training: Targeted training is another method for closing skills gaps. It combines formal

and informal learning to meet individual learning needs. By pinpointing the most needed skills,

organizations can distribute training resources e#ciently. Just about any method can be used for

this type of learning.

Cross-training: Cross-training entails teaching an employee how to handle another employee’s

role. When employees are cross-trained, they expand their skill set and understanding of the

company’s operations. They can also cover for absent employees and pitch in when extra help is

needed to distribute the workload.

Remote training: Remote training takes place online and is for employees who are not working

from the same location. It can be held either at a set time with employees participating from

di"erent places (synchronously) or accessed on demand (asynchronously). Examples include

webinars, online courses, and pre-recorded video lessons.

New employee training: New employee training is the part of the onboarding process that

teaches new hires how to do and be productive in their jobs. It’s customized to each role and can

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involve areas of instruction such as customer service techniques, how to use software, or how to

operate equipment.

LearningandDevelopmentMethods

Formallearningina Informallearning
22211 classroomsetting

Experientiallearning Coaching

Mentoring Skillbuilding

Targetedtraining 喔 Cross-training

Remotetraining Newemployeetraining

AIHR ACADEMYTO
INNOVATEHR

Examples of L&D programs

Learning and development programs take place throughout the entire employee life cycle. Here are

some examples of L&D programs in the workplace:

Orientation and onboarding: The job orientation and onboarding journey helps all new

employees settle into their new organization and role, often equipping them with specific

knowledge, training, and equipment to do their job.

Technical skills development: Certain roles require technical skills, which can be improved

through training and education. For example, software engineers might receive training on

specific software applications or take a course to improve their coding abilities. As technology

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rapidly evolves, keeping technical skills updated requires regular training.

Soft skills development: Soft skills are personality traits, behaviors, and interpersonal skills

people use to interact with others at work and are essential for cooperation and harmony

between peers. While they are less tangible than hard skills, they can still be developed. A

LinkedIn survey reported that 92% of talent professionals believe soft skills are equally or more

important than hard skills when it comes to hiring the right person for a role.

Product and services training: Customer and client-facing roles require strong knowledge of the

product or service o"ering. As products and services are updated and new lines are rolled out

over time, regular training helps ensure that everyone has a good grasp of the unique selling

proposition (USP) and benefits and can communicate these to the customer.

Safety training: Health and safety training is not only essential for keeping your employees safe

and healthy at work, but sometimes it’s also required by law (these laws di"er depending on the

location in question). Some roles – such as an administrative o#ce position – require basic safety

training, while others – such as a builder using complex and dangerous machinery on-site –

require more specific learning programs.

How to create a learning and

development strategy

Learning and development requirements vary by organization, but a comprehensive strategy is the

foundation for any successful L&D program. The steps listed below will guide you through creating a

solid learning and development strategy for your organization:

1. Align your L&D strategy with the business strategy

To understand the organization’s L&D needs, you need to know where the business is headed.

Before you build your L&D strategy, consider the following factors:

The skills your employees have and which skills are crucial to supporting business priorities

What your business has to o"er and its competitive advantage

What your customers need and how those needs may evolve

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Shifts that may a"ect the organization, such as technological developments, economic

uncertainty, competition, and business growth or decline

Whether the organization is agile and prepared to adapt to known and unforeseen changes.

2. Collaborate with business leaders

Involve stakeholders directly in shaping the L&D strategy to ensure it meets the unique needs of

di"erent departments. Start by conducting surveys to gather a broad overview of the learning

requirements across the organization.

Then, deepen your understanding through one-on-one meetings, where you can gather detailed

feedback and build support for the L&D initiatives. Create collaborative input opportunities where

department heads and senior management can actively contribute to and endorse the L&D plans

and model them throughout the company.

3. Assess employee capabilities and identify skills gaps

Start by determining the essential competencies required for each role to support the company’s

business goals.

Once you know what you need, you can conduct a skills audit to ascertain the competencies and

knowledge already in play throughout the organization. Follow that with a skills gap analysis to

discover potential skills shortages and employee growth opportunities.

With this information, you’ll be able to see what the L&D priorities need to be.

4. Design learning journeys

Designing learning journeys is a key strategy in enabling continuous learning within an organization.

These journeys help individuals acquire the necessary skills and knowledge for their specific job

functions.

For each role, determine the capabilities required to perform the duties and which learning methods

would be feasible and e"ective for training and development.

Focus groups can help you design the journeys and choose the learning methods. Questions to ask

participants include:

What tools must you be capable of using for your job?

What helps you be the most productive?

Which learning experiences work best for you?

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How could your learning experience be improved?

5. Plan the implementation of L&D initiatives

Implementing L&D initiatives happens in several stages. Here are some procedures to use as a

guide:

Articulate the purpose of the initiative

Perform a SWOT analysis to determine which learning program is best

Establish a well-defined budget that includes all costs associated with running the program

Provide detailed information on the program’s benefits and ROI. Describe how they align with

business goals and objectives

Conduct a trial run with pilot classes to discover any weaknesses and make adjustments.

6. Track performance

Tracking certain data can help justify L&D projects by showing that they engage employees. You can

use these three metrics to analyze how e"ective your L&D programs are:

Training completion rate: How many employees enrolled in and then completed the training.

Assessment pass rate: The number of employees who passed the training.

Training dropout rate: The percentage of employees who did not complete the training.

7. Analyze e!ectiveness and make adjustments

You can go beyond the L&D metrics to assess the training programs’ impact by evaluating them on a

larger scale. Collecting learners’ feedback post-training is essential. Be sure to survey them on their

overall satisfaction and what they liked and didn’t like.

The following outcomes can help you analyze the e"ectiveness and identify where changes need to

be made:

Did the learning strategies reinforce the organization’s priorities and goals?

Were skills gaps addressed to improve employee performance?

Has employee engagement, morale, and retention improved?

Are business processes more e#cient?

Is the company culture healthier?

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Were L&D budgets and resources distributed e"ectively?

DELVE DEEPER
How To Develop Winning Learning and Development Strategies

Learning and development

KPIs

Certain employee training metrics can help you evaluate training e"ectiveness, which is the degree

to which training programs meet their intended objectives, enhancing the knowledge, skills, and

performance of participants.

Some example metrics include, for instance, training ROI, training cost per employee, training

experience net promoter score, and assessment scores and pass rates.

Evaluating a training program’s impact on business performance requires more strategic metrics.

L&D key performance indicators (KPIs) can quantify that the company is experiencing greater

productivity and achieving crucial business objectives.

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Learning and development KPIs to consider for this purpose are:

Employee productivity rate: The value that employees generate within a specific period – (Total

output ÷ Total input)

Revenue growth: The increase in revenue over a set timeframe – (Current period revenue –

Previous period revenue) ÷ Previous revenue

Net profit margin: The percentage of revenue that is profit – ((Operating income – Expenses –

Interest – Taxes) / Revenue) x 100

By linking KPI improvements to the timing of certain employee learning and development programs,

you can substantiate the investment the organization made. This makes it easier to gain stakeholder

buy-in for continuing your L&D programs and launching new ones.

RELATED READING
10 Employee Training Metrics You Should Know

How to measure ROI in learning and development

L&D professionals must know how to explain the value that their initiatives bring to the organization.

By measuring training ROI, you can tangibly demonstrate how the company benefits from o"ering

training.

This metric is not about how satisfied employees are with a particular training. Instead, it shows

what impact training e"orts have on the organization overall. Keep in mind that you won’t be able to

make a correlation between every training experience and ROI. Often, only the ones with the most

direct impact (about 5% of all programs) should be considered for calculating training ROI.

Here is an overview of three commonly used methods for measuring training ROI:

1. Kirkpatrick model of training evaluation

This model is based on four levels of training evaluation:

Level 1: Reaction – Understand the learners’ reactions, responses, and level of satisfaction through

surveys that provide the following data:

Participation rates

Completion rates

Net promoter score

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Level 2: Learning – Ascertain the improvements made to employees’ knowledge and skills through:

Pre- and post-training assessments

Performance review data

Peer reviews

Level 3: Behavior – Assess any behavioral changes in the workforce by measuring employees’:

Morale

Motivation

Engagement

Level 4: Impact – Measure how the training impacts business through increased KPIs such as:

Sales

Productivity

Customer satisfaction

Employee retention

Work quality

2. Phillips model of training evaluation

This method expands Kirkpatrick’s model into five levels of training evaluation:

Level 1: Reaction – Understand learners’ experience via learner reviews and surveys, AI technology,

etc.

Level 2: Learning – Measure how well the learning objectives have been met by determining

whether learners have acquired the targeted skills and knowledge. Attendance and learner

attentiveness are also factored in.

Level 3: Application – Gather qualitative data that provides insight from learners about how they’ve

applied the acquired skills.

Level 4: Impact – Determine the positive impact of the training on the organization while

considering any barriers that might have hindered it.

Level 5: Return on investment – Make the link between the training and improved business results

using calculations such as a cost-benefit analysis.

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3. Impact study

This method is a four-step process for conducting an impact study to understand business changes

occurring from a training program’s influence. For example, increased sales or market share or

improved customer feedback results:

Evaluation planning – Determine the indicators to measure impact, such as certain types of sales

data. Also, determine which training data to collect, such as cost and participation rates.

Data collection – Collect data from a variety of sources with specified parameters that include both

pre- and post-training statistics.

Data analysis – Translate the data into a monetary value through the ROI formula: Net return on

investment ÷ Cost of investment ×100% = ROI

Reporting – Finalize the impact study by creating a report that explains the key findings with

qualitative and quantitative data.

FIND OUT MORE

3 Ways to Measure Training ROI + Useful Tips

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Learning and development

terms to know

Corporate learning and development terminology will evolve. If you’re working in L&D, it’s essential

to stay up on the language associated with it. We’ve compiled a list of relevant terms and brief

explanations as follows:

ADDIE model: The ADDIE model is a framework for designing e"ective learning adaptable to

many training environments. The five stages of this instructional design model are carried out in

the following order:

Analyze: Identify the problem to be solved

Design: Create an outline and prototype/storyboard for the learning intervention

Develop: Use the prototype/storyboard to create the training

Implement: Deliver the training

Evaluate: Assess the initial training program using observations and data from post-training

assessments.

Employee development plan: An employee development plan is a strategy for developing an

individual’s knowledge and skills to equip them for current and future roles. The plan

incorporates the needs of both the employee and the organization.

Leadership development plan: A leadership development plan is a personalized, long-term

strategy for helping an individual acquire the leadership competencies they must have to become

a manager or leader in the organization.

Learning agility: Learning agility is a mindset of being open to learning and accepting new

concepts and strategies for better adaptation to change. It has been described as “the ability to

learn, unlearn, and relearn.”

Organizational learning: Organizational learning is the process of promoting and facilitating

learning within an organization to help it thrive through improving productivity, profitability, and

competitive advantage. It’s focused on knowledge creation, knowledge retention, and knowledge

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transfer.

Professional development plan: A professional development plan is an action plan for an

individual to progress in their career. It involves setting the goals they want to achieve and

identifying which skills and experience they have, which they should gain, and the steps to get

them where they want to be. This di"ers from an employee development plan because it is

focused primarily on the individual’s goals and not necessarily the organization’s.

Reskilling: Reskilling is the process of acquiringk new skills or training in a di"erent field or

discipline to adapt to changing job requirements or to transition into a new role. It’s a proactive

approach to workforce planning and meeting future skills needs.

Skills gap analysis: A skills gap analysis is a tool for assessing the disparity between a workforce’s

existing capabilities and what the organization currently needs and will require in the future. The

results of the analysis are used to design appropriate learning interventions.

Talent development: Talent development is about amplifying employees’ existing skills and

identifying new competencies and opportunities for them. The goal is to help employees grow so

they can better serve the organization’s e"ort to achieve business goals.

Training evaluation: Training evaluation is the process of analyzing the e"ects and e"ectiveness

of a training program. It entails assessing whether the program meets its objectives, as well as

collecting feedback to gain insight for making improvements.

Training needs analysis: A training needs analysis identifies the variance between the desired

knowledge, skills, and abilities and what the workforce actually possesses. It pinpoints what kind

of training is needed and which employees need it. This tool is used when a lack of skills appears

to be the cause of a business problem.

Upskilling: Upskilling is an intentional process of enhancing and expanding employees’ skills to

improve performance in their current role, enable them to progress within the organization, and

adapt to evolving workplace demands. It supports the organization’s ability to adapt to upcoming

changes.

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Learning and development

jobs

The one safe prediction for the current business climate is that change will be ongoing. Many

organizations are putting more emphasis on learning and development to keep their employees

equipped to adapt and thrive in this environment.

LinkedIn Learning’s Workplace Learning Report found that 72% of L&D leaders say that their

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function has become a more strategic role in their organization.

Some companies outsource L&D responsibilities, but many larger organizations have in-house L&D

teams.

When it comes to jobs in L&D, a variety of positions exist, and their duties and responsibilities di"er

across industries and organizations. Let’s take a general look at what three of the most common

L&D roles entail.

Learning and development specialist

Learning and development specialists plan and administer employee learning programs. They may

be responsible for the full scope of training an organization o"ers or specialize in teaching certain

skills.

L&D specialist duties may include:

Coordinating with di"erent departments to identify training needs

Assembling data and producing reports on training status and needs

Designing training content and participant materials

Conducting training sessions and workshops while creating a learning-conducive environment.

The key qualifications for L&D specialists include excellent written and verbal communication skills,

sound organizational skills, project management experience, and proficiency in elearning and

learning management systems.

Learning and development specialists’ salaries di"er depending on their level of experience and

education, as well as the size of the company. Glassdoor shows a total pay range of $59,000-$89,000

US. Payscale lists the average US salary for a learning and development specialist at approximately

$66,800.

Those seeking an L&D specialist position might be asked the following questions in an interview:

How do you make sure training and participant materials are relevant and beneficial?

Tell me about a time when you had to create a training program for a subject you were unfamiliar

with.

Explain your process for measuring the success and impact of a training program.

Learning and development manager

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A learning and development manager oversees an organization’s employee training and

professional development program. The goal is to encourage and grow people’s abilities, so they

develop into top talent who can fulfill the organization’s business needs.

Examples of L&D manager duties are:

Creating learning strategies and programs in line with organizational objectives

Assessing learning and development plans and making improvements

Managing the L&D budget and negotiating contracts with external training providers

Hiring and managing L&D sta".

The skills and experience L&D managers generally need include previous experience in HR, or a

degree in education, HR, business, psychology, or related field, strong written and verbal

communication skills, and proficiency in learning theories and training techniques and platforms.

According to Glassdoor, the base pay range for learning and development managers in the US is

$75,000-$116,000. Salary.com lists it at between $88,408 and $112,255.

Here are a few interview questions learning and development manager candidates should be

prepared for:

Tell me about a successful training strategy you implemented and why it was e"ective.

How do you stay on top of the latest research and trends in L&D?

What is your background and experience in creating training materials?

Explain your management style and how you motivate sta".

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DISCOVER MORE
The Learning and Development Manager: Everything You Need to Know

Training specialist

Training specialists identify an organization’s training and development needs and then design,

modify, and evaluate L&D initiatives. They may supervise training sta" or facilitate the training

themselves.

Training specialist responsibilities involve:

Identifying training needs by conducting skills gap analyses and collaborating with stakeholders

Building training programs and determining the standards and benchmarks for evaluating them

Preparing teaching plans and instructional materials

Ensuring training e"orts align with organizational goals.

Training specialists are often required to have previous experience in HR, a Bachelor’s degree in a

related field, and knowledge of learning theories, training techniques, talent management,

instructional design, digital tools, and project management. Excellent communication and

presentation skills are also necessary.

According to PayScale, the average base pay for a training specialist in the US is $59,980. Salary.com

puts the typical US range at $52,563-$65,658.

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A candidate for a training specialist role might encounter the following interview questions:

Explain how your background and related experience equip you to succeed as a training specialist

Describe how you would plan an e"ective soft skill training on critical thinking

What type of employee L&D do you think should be outsourced?

GET FURTHER INSIGHTS

32 Training Specialist Interview Questions and Tips for Answering Them

Learning and development

skills

Working in L&D requires a strategic mindset, the business acumen to connect learning directly to

organizational objectives, and some specialized knowledge. L&D professionals need diverse abilities

to ensure that L&D e"orts flourish and benefit the organization.

Let’s take a closer look at some of the key skills L&D professionals should have:

Instructional design: A defined process driven by learning theories and models for constructing

e#cient, e"ective learning experiences. It helps L&D professionals systematically identify the

learning objectives and strategies and create presentations, instructional materials, assessments,

and interactions that enhance learner engagement.

Three widely used instructional design models are the ADDIE model, Bloom’s Taxonomy model,

and Merrill’s Principles of Instruction.

Facilitation skills: The definition of the word facilitate is “to make (something) easier.” Facilitation

skills in L&D pertain to successfully guiding learners through a training program and achieving the

intended outcomes. A good facilitator will incorporate tools, activities, and discussions that

present the material in a comprehensible and engaging manner.

Adult learning: Adult learning theory acknowledges that adults do not learn in the same way that

children do. Adults prefer to be informed of why they need to learn a new concept to start with.

They also absorb information better with less instruction and more hands-on experience. L&D

professionals understand adult learning techniques and use the appropriate methods for

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strengthening training outcomes.

LMS experience: Learning management systems (LMS) are digital platforms that automate the

administration, delivery, tracking, and reporting of corporate learning and development. Due to

their e#ciency, most organizations use some type of LMS. L&D professionals must be

comfortable operating LMS software and understand how to make the best use of it.

Project management: Project management is about overseeing the process of delivering

something of value. Administering L&D is the same idea. L&D professionals must be able to

collaborate and communicate with multiple stakeholders, organize documentation and materials

through various drafts, and problem-solve complex challenges to keep projects on track.

Learning and development

trends

Organizations must continually adapt their learning and development programs with forward-

thinking initiatives to suit the evolving world of work. A recent LinkedIn Workplace Learning Report

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discovered that over the last six years, required skill sets have been revised by 25%. This trend is

expected to expand, with the percentage doubling by 2027.

By embracing the current trends in their L&D strategies, organizations can maintain a competent

sta" and stay competitive. Some of the new aspects L&D is leaning toward are explained below.

1. Microlearning

Microlearning is a set of ‘bite-sized’ amounts of information for learners. Each is under 20 minutes

and focuses on a single topic. It’s often delivered through apps, videos, infographics, or games and

contains an interactive section, such as a quiz.

People have become accustomed to absorbing knowledge through the immediate access they have

to information on their mobile devices. Microlearning appeals to this form of learning by condensing

targeted information that makes its point quickly.

2. AI and personalization of the learning experience

The L&D profession is well aware that the one-size-fits-all approach doesn’t apply to training.

Personalized learning takes into consideration learners’ interests, needs, and abilities and provides

experiences that increase engagement and knowledge retention.

Digital training methods such as augmented reality (AR), virtual reality (VR), simulation, and

gamification can optimize learning for certain jobs and employees. A PwC study revealed that a VR

learning environment made learners feel 3.75 times more emotionally connected to the training

content than if they were in a classroom setting.

Artificial intelligence (AI) is another tool for personalizing employee learning that can be used in the

following ways:

Algorithms that generate personalized learning paths by analyzing employees’ learning history,

performance, and preferences.

Learning systems that o"er support or more challenging material according to each learner’s

needs.

Data analysis that predicts which learners may struggle and can recommend interventions.

By fostering success for employees on an individual basis, L&D programs can better achieve learning

objectives that benefit the organization overall.

EXPAND YOUR KNOWLEDGE

AI in Learning and Development: Personalizing the Employee Learning Experience

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3. Soft skills training

Soft skills are behaviors and personality traits that can be applied to any role and help people relate

to and work well with others. They di"er from hard skills, which are more technical and tend to be

job-related.

Many attributes are considered soft skills, but the more commonly sought-after ones are self-

direction, communication, problem-solving, flexibility, creativity, and integrity.

In the book The Hard Truth About Soft Skills—Workplace Lessons Smart People Wish They’d Learned

Sooner, the author writes, “Whether young or old, experienced or inexperienced, what struck me

most about their stories of missed opportunities and derailed careers was this: Their problems

rarely stemmed from a shortfall in technical or professional expertise, but rather from a

shortcoming in the soft skills arena with their personal, social, communication, self-management

behaviors.”

Businesses recognize the value of soft skills in the workplace, and the demand for them will continue

to rise. L&D strategies should incorporate soft skills learning, such as communication and resilience

training.

4. Building a culture of continuous learning

Workers today crave learning opportunities for growing in their professional and personal lives and

look for a work environment that fosters this. A Ceridian Pulse of Talent report that surveyed 2,000

full-time workers in North America showed that 86% of respondents say employer-provided learning

opportunities are important to job satisfaction.

L&D should take advantage of this employee expectation and be central in building a culture of

continuous learning. Coordinated e"orts that bring fresh and innovative educational opportunities

that empower employees to learn and grow will earn their appreciation and support. When

employees see the value in and look forward to training, it feeds a learning culture within the

organization.

A significant influence on company culture happens when a concept is adopted at the top of the

organization. One learning and development strategy example for this is how ride-hailing, food

delivery, and freight transport services company Uber found a way to have executives model a

learning philosophy.

Leaders were put in five-person “coaching pods” to discuss the new strategies and behaviors they

had been taught and were applying in their day-to-day activities. With a 94% satisfaction rate from

the 2,000 participants across 16 countries, Uber’s leaders grasped the value of learning from each

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other during this program.

As they became better managers and coaches, they were also fostering a learning culture

throughout the organization.

5. Generative AI and digital skills development

The rapidly expanding availability of digital tools and generative AI, such as ChatGPT, has many

implications in the workplace. These emerging technologies have the potential to augment

productivity and completely change how work is done in the future.

For instance, GitHub o"ers an AI tool for software development called Co-pilot. Its research asserts

that Co-pilot can help developers code 55% faster to dramatically speed up the software

development process.

Employees will need a foundational understanding of how to operate new tools properly and take

advantage of everything they have to o"er. Therefore, L&D programs must stay on top of digital

skills development and incorporate training on how to use AI ethically and e"ectively. Generative AI

can even make it easier to design the training because of its ability to gather and summarize

information at record speed.

Learning and development

certification

If you want to advance your career in learning and development, obtaining an L&D certification is an

advantageous step to take. As well as increasing your L&D knowledge, earning this credential

demonstrates your dedication to professional growth and commitment to a career in the industry.

AIHR’s accredited Learning and Development Certificate Program will teach you how to identify skills

gaps, create an L&D strategy, use data analysis to assess L&D programs, and many other critical

skills.

You’ll receive 23.5 hours of self-paced learning distributed over 11 modules and five di"erent hands-

on projects, including competency assessments. Enrolling in this course also gives you access to

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AIHR’s extensive resource library and live events, as well as a worldwide community of industry

peers with whom you can interact and network.

FAQ

What is learning and development in HR?

Learning and development in HR is the construct of striving to improve organizational performance

by honing and building employees’ knowledge and skills through methodically structured processes

and techniques.

What is the aim of learning and development?

The aim of learning and development is to improve the skills, knowledge, and competence of all

employees, create a culture of growth, and improve work performance.

Why is learning and development important for employees?

Learning and development benefits employees by expanding their abilities and overall potential,

resulting in better performance and more satisfying work experiences.

What are the activities of L&D?

The main activities of learning and development include formal and informal learning, coaching and

mentoring, skill building, and targeted training.

What are the roles in learning and development?

The roles in the field of learning and development include learning and development specialists,

learning and development managers, and training specialists.

What does a learning and development specialist do?

A learning and development specialist is responsible for planning and facilitating employer-

sponsored learning programs. Their duties often include assessing training needs, designing training

content, and leading learning sessions.

How to become a learning and development specialist?

A learning and development specialist role typically requires strong written and verbal

communication skills, solid organizational skills, experience in project management, and

competence in using learning management systems.

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