D2L

UpskillwithPurpose:

Creatinga

Future-ReadyWorkforce

Introduction:

Learningasastrategicadvantage

Theroleoflearninganddevelopment(L&D)intheenterpriseisundergoingafundamentaltransformation.Astechnology,artificialintelligence(AI)andanever-shiftingeconomy

reshapethebusinesslandscape,L&Dleadersarenolongerjustprovidersoftraining—theyarealsostrategicenablersofworkforceagilityandbusinessgrowth.OrganizationsnowlooktoL&Dprogramstodriverapidupskilling,AIadoptionandleadershipdevelopment,allwhiledemonstrating

measurablebusinessimpact,includingemployeesatisfactionandretention.

EmployerssurveyedbytheWorldEconomicForum

predictthatby2030worktaskswillbenearlyevenly

dividedbetweenhuman-led,machine-ledandhybrid

human-machinecollaboration.1Thisshiftisn’tjustaboutautomation;it’salsoabouthowAIandhumanexpertisemustevolvetogether.AIisrapidlytransformingworkflows,yet

uniquelyhumanskillssuchasleadership,creativityandcriticalthinkingremainindispensable.Thechallengeforbusinessesisclear:implementL&Dprogramsthatrecognizeallthreetasktypes,seamlesslyintegrateAIintolearningstrategiesand

reinforcetheskillsthatAIcannotreplace.

1WorldEconomicForumFutureofJobsReport(January2025),

/docs/WEF_Future_of_Jobs_Report_2025.pd

f,p.26.

1

THEFOURKEYFINDINGSFROMTHED2LCOMMISSIONEDSURVEY:

1.EmployersupportforAItrainingdoesnotmatchAI’sgrowingworkplaceimportance

2.Employeesseekskillsdevelopmentbutfeeladisconnectwiththeiremployertrainingpriorities

3.Employeepreferencesfortrainingandcredentialsmaynotalignwithtraditionaleducationmodels

4.Interactiveandflexibleformatsarekeytoemployeeengagementandsuccesswithlearning

InJanuary2025,D2Lcommissionedasurveyfrom

MorningConsultoffull-time,salaried,employedadults

(n=996)intheUnitedStatestobetterunderstandhowthenewAIrealityisimpactingtheirworkandlearningneeds.Thispaperanalysesandmakesconclusionsbasedon

thefindings.

Thisnewsurveyshowsthatemployeesareeagertogrowtheirskillsandfuture-prooftheircareers,valuingemployerinvestments.However,theyrequireclearincentives,

structuredsupportandflexiblelearningopportunitiestofullyengage.AsAIadoptionintheworkplaceaccelerates,human-centeredskillssuchasleadership,communicationandproblem-solvingremaincriticalalongsideevolving

technicalskills,reinforcingtheneedforabalancedapproachtotalentdevelopment.

Tonavigatethisevolvinglandscape,L&Dleadersmusttakeonabroaderrole—continuingtoalignlearningstrategieswithbusinessgoals,embeddingAIliteracyintoworkforcedevelopmentandcreatingscalable,engaginglearning

experiencesthatdriveretention,performanceandinnovation.

Fororganizationslookingtostayahead,thesolutionisclear:Leanintoemployeelearningthatdeliversbusinessresults.Companiesmustbuildstrategiclearningprogramsthat:

?buildemployeeskillsthatmatterbydeveloping

customizedlearningpathsfocusedonclosingcriticalskillsgapswithmeaningfulassessmentsandrelevant,engagingcontentthatensuresknowledgeretention

?engageemployeesanddriveretentionthroughimmersivelearningexperiencesthatenhanceperformanceand

propelcareers,turningemployeesintobrandadvocateswhohelpattractandretaintoptalent

?increaseworkefficiencyusinginnovativelearningtostreamlineonboarding,boostinternalalignmentandleverageanalyticstofine-tunelearningprogramsforgreaterimpact

Byaligninglearningprogramswithbusinessobjectives,

companiescanenhanceworkforcereadiness,increase

productivity,improveemployeeengagementandretention,andultimatelydrivebottom-linesuccess.ThosethatsucceedwillnotonlypreparetheirorganizationsforthefuturebutalsopositionL&Dasakeydriverofcompetitiveadvantage.

FindingNo.1:

EmployersupportforAItrainingdoesnotmatchAI,sgrowingworkplaceimportance

KEYTHEME

SUMMARYOFFINDINGS

GeneraloptimismaboutAI

Sixty-ninepercentofemployeesgenerallyagreeAIwillhelpthemdotheirjobsbetterand68%expectittofreeuptimeforhigher-leveltasks.Still,33%expressfearAIwilleventuallytaketheirjobs.

AIadoptioninskillsdevelopmentand

worktasks

ManyemployeesarealreadyusingAI—64%saytheircompanyprovidesAItoolsand

63%reporttheiremployerencouragesAIinnovation.Thirty-ninepercentofemployeeshaveusedAI-poweredtoolstodevelopnewskillsorcompleteworktasksinthepastonetothreeyears,reinforcingAI’sgrowingroleinworkplacelearningandproductivity.

AI’sstrengthsvs.humanexpertise

EmployeesseeAIasbetteratsummarizingreports(52%),conductingdataanalysis

(46%)andperformingresearch(43%),buttheystillvaluehumanstrengthsincreativity,problem-solvingandcommunication.

Lackofclarityon

employers’strategyforAIinvestment

While64%ofemployeessaytheiremployersprovideAItoolsintheworkplace,only

25%stronglyagreetheircompanyhasaclearAIvision.Additionally,while61%reportaccesstoformaltraining,58%stillfeellefttotheirowndeviceswhenlearningAI,oftenrelyingoninformalsourcessuchasYouTubeinsteadofemployer-ledprograms.This

suggestsamajorgapbetweenstrategicAIworkflowinvestmentsandtheorganizationalenablementneededtotakeadvantageofthoseinvestments.

AsAIintegrationintotheworkplaceaccelerates,ensuringemployeesfeelequippedtonavigatethisshiftremainsasignificantchallenge.Skillsgapscontinuetobeamajor

barriertobusinesstransformation,with63%ofemployersidentifyingthemasatopchallengebetween2025and

2030.2Increasingly,employeesandemployersareseeingAIasanopportunitytoclosethosegaps.Despite85%ofemployersplanningtoprioritizeworkforcedevelopment,manyorganizationslackaclearroadmapforguiding

employeesthroughAI-drivenchange.3Without

structuredsupport—suchasAIliteracyprograms,hands-onexperimentationandclearintegrationstrategies—

employeesmaystruggletoadapt,limitingAI’spotentialimpactandcontributingtoemployeefear.L&Dleadersplayacrucialroleinbridgingthisgap,ensuringAI

adoptionisnotjustaboutnewtoolsbutalsoabout

empoweringemployeeswiththeconfidence,skillsandframeworkstoworkeffectivelyalongsideAI.

2,3WorldEconomicForumFutureofJobsReport(January2025),

/docs/WEF_Future_of_Jobs_Report_2025.pdf

,p.6.

3

OptimismaboutAI’spotential

D2L’ssurveyfoundthatmostemployeesviewAIasapositiveforceintheworkplace.Nearlysevenin

10employees(69%)believeAIwillenhancetheirabilitytoperformtheirrolesand68%expectittofreeup

timeformorestrategictasks.

EmployeesareparticularlyoptimisticaboutAI’sabilityto

automateroutinetasks—65%expressexcitementaboutAItakingovermundanework.Thisenthusiasmreflectsadesiretoshiftfocusfromrepetitivetaskstomore

meaningfulandimpactfulactivities.Additionally,

66%ofemployeesanticipatethatAI’seffectswillbeamixofpositiveandnegativeratherthanpurelyharmful.

Whileoveralloptimismexists,thereremainsanotablelevelofskepticism.One-thirdofemployees(33%)areactively

afraidthatAIwilltaketheirjobs.Thisfearhighlightstheneedfororganizationstoaddressconcernsaboutjob

securityandprovideclearcommunicationandsupporttohelpemployeesunderstandhowAIcancomplement,ratherthanreplace,theirroles.

ATTITUDESTOWARDSAI

WhenitcomestoAI,doyouagreeordisagreewitheachofthefollowingstatements?

4

AIadoptioninskillsdevelopmentandworktasks

OursurveydataunderscorestheimportanceofstructuredsupportinAIadoption.While64%ofemployeeshave

accesstoAItoolsand63%reportencouragementfromtheiremployerstoinnovatewithAI,theactualusageofthesetoolsforskillsdevelopmentandworktasksstandsatonly30%inthepastonetothreeyears.

ThisgrowingAIadoptionintheworkplacesuggeststhatemployeesseevalueinAItoenhancetheirefficiencyandproductivitybutneedmorecomprehensivetrainingandguidancetointegrateiteffectivelyintotheirwork.

ATTITUDESTOWARDSAI

Howmuchdoyouagreewitheachofthefollowingstatements?

5

LackofclarityonemployerexpectationsaboutAI

Whilemanyemployeesreportthattheirorganizations

provideAItools(64%)andformaltraining(61%),structuredguidanceonhowAIisexpectedtobeusedintheflowofworkandhowtoobtaintrainingislacking.Morethanhalf(58%)indicatetheyfeelthey’vebeenlefttolearnAIon

theirown,turningtoinformalsourcessuchasYouTubeandonlineforumsinsteadofemployer-ledprograms.

ThissuggeststhatwhilecompaniesareinvestinginAI,

employeesmaynotfeeladequatelysupportedinapplyingittotheirroles.Withoutclearguidance,AIadoptionrisksbecomingmoreofafragmentedratherthanastrategicworkforceinitiative—reducingthereturnoninvestment.

ATTITUDESTOWARDSAI

Howmuchdoyouagreewitheachofthefollowingstatements?

6

AI’sstrengthsvs.humanexpertise

EmployeesacknowledgethatAIcanoutperformthemincertainareas,particularlyinhandlingrepetitiveordata-heavytasks.

However,employeesdonotyetviewAIasareplacementforhumancapabilitiesinhigher-orderthinking.While

employeesrecognizeAI’sstrengthsinautomation

anddata-driventasks,theycontinuetoseecreativity,

communicationandproblem-solvingasessentialhumanskillsforsuccess.

THETOPFUNCTIONSWHEREEMPLOYEESBELIEVEAIEXCELSINCLUDE:

summarizingreportsorcontent

conductingdataanalysisorgeneratinginsights

performingresearch

EMPLOYEESREPORTEDTHEFOLLOWINGSKILLSINORDEROFIMPORTANCEFORTHEIR

PROFESSIONALDEVELOPMENTINTHELAST1-3YEARS:

5.

AIandbigdata

communication

(verbalandwritten)

10.

Resource

managementand

operations

Managingchange

andnavigating

uncertainty

Analyticalthinkingandproblemsolving

Leadershipandmanagementskills

Buildingresilienceandflexibility

Networksandcybersecurity

Technologicalliteracy

Creativethinking

Effective

4.

8.

6.

3.

2.

9.

7.

1.

Thisperceptionisreinforcedbybroaderworkforcetrends:A2024DeloitteWorkplaceSkillsSurveyfoundthatwhile

87%ofemployeesrecognizehumanskillsasintegraltocareergrowth,only52%feeltheircompanyprioritizesthemovertechnicalskills.4ThissuggeststhatasAIadoptionincreases,organizationsmustbalanceinvestmentsinbothtechnicalandhumanskillstofullyprepareemployeesforthefutureofwork.

4

/us/en/pages/about-deloitte/articles/press-releases/most-workers-see-need-for-greater-balance-between-tech-and-human-skills-deloitte-

survey.html

.

7

FindingNo.2:

Employeesseekskillsdevelopment

butfeeladisconnectwiththeiremployer,strainingpriorities

KEYFINDING

SUPPORTINGSTATISTICS

Workersrecognizetheneedforcontinuousskills-building

Seventy-fivepercentofemployeesacknowledgetheyneedtosupplementtheirskillstoadvanceprofessionallyinthenextthreeyears.

Employeesprioritize

financialandcareer

advancementover

business-drivenobjectives

Fifty-ninepercentsayincreasingtheirearningpotentialisthebiggestmotivatorforskillsdevelopment.Nearly50%citejobsecurityandkeepingupwithjob

requirements.

Thereisadisconnect

betweenemployertrainingprioritiesandemployee

motivations

Employeesperceivetheiremployersasprioritizingbusinessneeds:52%saytheircompanyfocusesonbuildingjob-relatedskills,48%believethepriorityisteachingskillsthatalignwithbusinesschangesand46%citetechnologyreadiness.

Thismisalignmentwithemployeeprioritiesmayreduceengagementintrainingprogramsanddecreaseemployeesatisfactionandretention.

Thebiggestbarrierstoskillstrainingaretimeconstraintsandfinancialsupport

Fortypercentcitealackoftimefortrainingduetowork/personalresponsibilities;33%mentionalackoffinancialsupport.

Whilemostemployeesaresatisfiedwithemployer

training,theywantmoretangibleincentives

Seventy-fivepercentaresatisfiedbutwouldprioritizeincentivessuchasbonuses(43%),dedicatedworkhoursfortraining(41%)andflexibleformats(41%).

8

Beyondtechnicaltrainingtoengagewiththeevolving

technologylandscape,workplacechangesare

acceleratingtheneedforcareertransitionsandrole

adaptability.AsautomationandAIintegrationincrease,employeesmustproactivelymanagetheircareertrajectories.

AccordingtotheWorldEconomicForum,40%of

employersexpecttoreducestaffascertainskillsbecomeobsolete.However,50%plantotransitionworkersinto

newrolesratherthaneliminatethemoutright.This

underscoresthecriticalneedforreskillingprograms,

careernavigationtoolsandstructuredtransitioninitiatives.

Foremployers,investinginhumancapitaldevelopmentcanimproveproductivityandreduceturnoverandtalentacquisitioncosts.Organizationsthatprioritizecontinuouslearningandcareerdevelopmentcreatearesilientandadaptableworkforce,betterequippedtonavigatethe

evolvingdemandsofthemodernworkplace.

Togetthebuy-infromemployees,however,offeringsneedtobealignedwithindividualdevelopment,notjustthe

corebusinessobjectives.Byaligningtraininginitiatives

withemployees’careeraspirations,organizationscandriveincreasedemployeesatisfactionandretention.Employeeswhofeelsupportedintheirprofessionaldevelopmentaremorelikelytoremainengagedandloyaltotheiremployers.

Continuouslearningasanecessity,notjustanadvantage

Althoughemployeesexpressconfidenceintheircurrentskills,75%acknowledgetheywillneedtosupplementthoseskillsinordertoadvanceprofessionallyoverthenextthreeyears.

SKILLSTRAININGPARTICIPATIONANDEXPERIENCE

Towhatextentdoyoubelieveyouneedtoimproveyourexistingknowledgeandskillsinthenextthreeyearstoadvanceprofessionally?

9

Employeesrecognizethegrowingneedforcontinuous

skills-building,buttheirmotivationsoftendifferfromthoseoftheiremployers.Whileorganizationsemphasizeskills

trainingtohelpemployeesadapttobusinesschanges,

integratenewtechnologiesandstaycompliant,employeesareprimarilydrivenbyincreasedearningpotentialand

careersecurity.

D2L’ssurveyhighlightsamisalignmentinhowskills

developmentisframedversuswhatmotivatesemployeestoengage.

EMPLOYEESPERCEIVETHEIREMPLOYERSAS

PRIORITIZINGBUSINESS-DRIVENOBJECTIVES:

saytheircompanyfocusesonhelpingemployeesbuildnewjob-relatedskills

believetheiremployer'spriorityisteachingskillsthatalignwithbusinesschanges

citereadinessfornewtechnologyasakeyemployer-driventraininggoal

Incontrast,employees’motivationsforengaginginskillsdevelopmentaremorepersonal:

?59%sayincreasingtheirearningpotentialistheprimaryreasontheypursuetraining,whichechoessimilarfindingsfromD2L’spreviousresearchinthisspace,capturedin“Invest,Upskill,Excel”

?Nearly50%prioritizejobsecurityandkeepingupwithrolerequirements

?Othertopmotivatorsincludepersonalgrowth(45%)andcareeradvancement(37%)

Thissuggeststhatemployeesmaybelessinclinedto

engageintraininginitiativesiftheyfeeldisconnected

fromtheirowncareerambitions.Whileemployersviewskillsdevelopmentasastrategicinvestmentinworkforceadaptability,employeesseeitasameansofsecuring

financialandprofessionalstability.

10

Barrierstoparticipation:

Timeandfinancialconstraints

Despiterecognizingtheimportanceofupskilling,

employeesfacesignificantobstaclestoparticipatingintrainingprograms,notably:

?40%citealackoftimeduetoworkandpersonalresponsibilities

?33%reportfinancialconstraintsasamajorbarrier

SKILLSTRAININGPARTICIPATIONANDEXPERIENCE

Whichofthefollowingarebarriersorchallengesthatcouldpreventyoufrompursuingtheskillsdevelopmentopportunitiesyoufindmostvaluable?Selectallthatapply.

11

Tobridgethisgap,organizationsmustreframeskillstrainingasatoolforbothbusinessobjectivesandpersonalgrowth.Offeringtangibleincentives—suchasfinancialrewards(43%),dedicatedtrainingtimeduringworkhours(41%)andflexiblelearningformats(41%)—canfurtherincreaseparticipationandengagement.

PREFERENCESFORTRAININGPROGRAMS

Whatchangeswouldmakeyouremployer’slearninganddevelopmentprogramsmorehelpfulandaccessible?

Selectupto3.

12

FindingNo.3:

Employeepreferencesfortrainingandcredentialsmaynotalign

withtraditionaleducationmodels

KEYFINDING

SUPPORTINGSTATISTICS

Employeesprioritizeself-learningand

employer-sponsoredtrainingover

traditionaleducation

Fifty-sixpercentofemployeeshavelearnedontheirownand52%haveparticipatedin

employer-providedtraining,whileonlyaboutaquarterhavepursuedcoursesorcertificatesfromacollegeoruniversityinthepastonetothreeyears.

Industry-recognizedcertificationsand

advanceddegreesholdthemostvalue

Forty-ninepercentconsiderindustry-recognizedcertifications(e.g.,ProjectManagementProfessional(PMP),technicalcredentials)themostvaluable,48%valueadvanceddegreesorprofessionaldesignations(e.g.,MBA,Ph.D.,CharteredFinancialAnalyst(CFA))and42%recognizeuniversity-orcollege-issuedcertificates.

Perceptionof

strengthsvarybytrainingproviders

Universitiesarevaluedforcredibilityandrigor(53%)butareseenascostly.Community

collegesareappreciatedforaffordability(41%)butareviewedasweakerfornetworking.

Professionalandtradeassociationsarethetopchoicesfornetworking(52%),whileprivatetrainingprovidersrankhighestforindustry-relevantcontent(40%).Onlinelearningplatforms(e.g.,LinkedIn,Coursera)arepreferredforflexibility(49%).

Traditionaleducationisn’tthedefault—employeesprioritizeself-directedlearningandemployer-sponsoredtraining

Asthedemandforworkforceupskillinggrows,fully

employedprofessionalsaremakingdeliberatechoices

abouthowtheydevelopnewskills.D2L’ssurveyrevealsastrongpreferenceforlearningopportunitiesthatarereadilyaccessible,career-relevantandimmediatelyapplicableintheworkplace.

Ratherthanrelyingontraditionalacademicpathways,employeesaremostlikelytohavereporteddeepeningtheirskillsthroughself-directedlearningandemployer-sponsoredtraininginthepastonetothreeyears:

?56%havelearnedontheirown

?52%haveparticipatedinemployer-providedtraining

?Onlyaboutaquarterhavepursuedcourses

orcertificatesfromacollegeoruniversity

(27%withemployerfinancialsupportand23%without)

13

Thispreferencereflectsapractical,career-focusedapproachtolearning—onethatemphasizesrelevance,learnerflexibilityanddirectapplicationintheworkplace.Workersarenotnecessarilyrejectingtraditionaleducation;rather,theyare

prioritizinglearningformatsthatfitintotheirprofessionalandpersonalliveswhiledeliveringimmediatecareerbenefits.

SKILLSTRAININGPARTICIPATIONANDEXPERIENCE

Inthepast1-3years,whichofthefollowingwayshaveyouusedtodeepenyourknowledgeorskillsinaworkcontext?

Job-relevantcertificationsarethemostvaluable

Whenaskedwhichtypesofcredentialscarrythemostweightintheirindustry,employeesidentifiedindustry-recognizedcertificationsandprofessionalqualificationsasthe

mostvaluable:

?49%selectedindustry-recognizedcertifications

(e.g.,PMP,technicalcredentialsfromprivatetrainingproviders)

?48%pointedtoadvanceddegreesorprofessionaldesignations(e.g.,MBA,Ph.D.,CFA)

?42%citeduniversity-orcollege-issuedcertificates(e.g.,incybersecurity,dataanalytics)

Employeesclearlyprioritizeindustry-specific,

career-relevantcertificationsthatarewidelyrecognizedbyemployersanddirectlyapplicabletotheirroles.

PREFERENCESFORTRAININGPROGRAMS

Whattypesofcredentialsorqualificationsdoyoubelievearemostrecognizedandvaluedinyourindustry/role?

15

Employeeperceptionsofdifferenttrainingproviders

Togainfurtherinsightintohowworkersevaluatetrainingproviders,respondentswereaskedtoidentifytheprimary

strengthofeachtypeofinstitution.Thisquestionwasdesignedasaselect-all-that-applyoptionforeachentitytype.Asaresult,thedatarepresentshoweachproviderisdefinedbyemployeesandhighlightsclearadvantagesemployeesassociatewitheach:

?Universities→Recognizedforcredibilityandrigorbutseenascostlyandlessindustry-aligned

?Communitycolleges→Valuedforaffordability,thoughperceivedasweakerfornetworking

?Professionalandtradeassociations→Viewedasthebestsourcesfornetworkingandstayinguptodatewithindustrychanges

?Privatetrainingproviders→Rankedhighestforindustry-relevant,timelycontent

?Onlinelearningplatforms(e.g.,LinkedIn,Coursera)→Seenasthemostflexible,makingthemattractivetoworkersbalancingjobandpersonalcommitments

Thesefindingsillustratethatemployeesapproachupskillingwithastrategicmindset,selectinglearningopportunitiesbasedonwhatbestalignswiththeirspecificcareergoalsatagiventimeratherthancommittingtoanysinglepathway.

PREFERENCESFORTRAININGPROGRAMS

Whichofthefollowingarestrengthsofprogramsofferedbyeachofthefollowingeducationandtrainingproviders?Selectallthatapply.

%Selected

Universities

Community

andtechnical

colleges

Private/

commercial

trainingproviders

Professional/

membership

associations

Trade

associations

Onlinelearning

platforms

(e.g.,LinkedIn,

Coursera)

Credibilityand

recognitionofcredentials

53%

36%

33%

37%

33%

29%

Depthofknowledge

andrigoreinprograms

45%

29%

35%

25%

27%

23%

Networkingandprofessional

connections

35%

27%

32%

52%

40%

28%

Relevanceto

currentindustrytrendsand

technologies

30%

29%

40%

40%

39%

35%

Flexibilityoflearningtime,

placeandpace

30%

34%

35%

24%

25%

49%

Cost

effectiveness

18%

41%

25%

21%

24%

42%

16

Theimperativeforcontinuousupskilling

Thestrongpreferenceforself-directedlearningandemployer-providedtrainingunderscorestherealitythatupskillingis

notaone-timeeventbutanongoingnecessity.Workersrecognizethatmaintainingcareergrowthandstayingcompetitiveintheirindustriesrequirecontinuousskillsdevelopment.However,despitethemanyavailabletrainingoptions,employeesconsistentlygravitatetowardlearningexperiencesthatofferthemostimmediateandpracticalbenefits—thosethatenhancetheirjobperformance,increasetheirearningpotentialandopenpathwaysforcareeradvancement.

SKILLSDEVELOPMENTANDGOALSFORTHEFUTURE

Thinkingaboutdifferentwayscompaniessupporttheiremployee’scareerdevelopment,pleaserankhowmuchof

apriorityeachofthefollowingtypesofskilldevelopmentopportunitiesaretoyou.Rankfrom1to7where1isthehighestpriorityand7isthelowestpriority.

17

FindingNo.4:

Interactiveandflexibleformatsarekeytoemployeeengagementandsuccesswithlearning

KEYFINDING

SUPPORTINGDATA

Employeesfrequentlyengagewith

interactivetrainingbutvarietyislimited

Fifty-threepercentofemployeeshaveencounteredquizzes,52%haveusedinteractivevideosand42%haveexperiencedinteractivelearningmoduleswithinstantfeedback.However,fewerthan40%haveengagedwithsimulations,collaborativegroupexercisesorgamification.

Real-time

feedbackenhancesengagementand

skills-building

Forty-fivepercentciteinteractivelearningmoduleswithinstantfeedbackasthemosteffectiveforskills-building.

Flexibilityisa

toppriorityforemployees

Workerswanttrainingoptionsthatfitwithintheirschedules,reinforcingtheneedfor

self-paced,hybridandonlinelearning.Forty-onepercentprioritizeflexibletrainingformats.

Employeesvaluetrainingopportunitiesandfrequentlyengagewithinteractivelearningelementssuchasquizzesandvideos.However,fewerhaveaccesstohands-onexperiencessuchassimulations,gamificationandrole-playingexercises,whichmanyfindhighlyengaging.

18

Interactivelearningiscommon—butnotalwaysvaried

D2L’ssurveyrevealsthatworkersmostfrequently

encounterquizzes,interactivevideosandassessmentsintrainingprogramsbutarelesslikelytoexperiencecollaborativeorimmersiveformats:

?53%haveencounteredquizzesorassessmentstoreinforcelearning

?52%haveusedinteractivevideoswithclickablequestions

?42%haveexperiencedinteractivelearningmoduleswithreal-timefeedback

?Fewerthan40%haveengagedwithsimulations,collaborativegroupexercisesorgamification

Whilequizzesandinteractivevideosarethemost

commontrainingtools,employeesfindreal-timefeedbackespeciallyengaging—45%citeinteractivelearning

moduleswithinstantfeedbackasthemosteffectiveforskills-building.

PREFERENCESFORTRAININGPROGRAMS

Haveyouusedorencounteredanyofthefollowingtypesofinteractivecontentinanonlinetrainingcourse?Whichtypesofinteractivecontentdoyou,orwouldyou,findmostengagingforlearningnewskills?

19

Employeeswantmoreengaging,flexibleandcareer-connectedtrainingoptions

Thedatasuggeststhatworkersappreciateinteractive

trainingbutseeroomforimprovementinvarietyand

engagement.Whiletraditionalformatsremainuseful,

incorporatingsimulations,gamificationandgroup-basedlearningcouldfurtherboostparticipationandknowledgeretention.

Atthesametime,flexibilityandcareerconnectionremainpriorities.Employeesareincreasinglylookingfordirect

connectionsbetweenthetrainingofferingsfromtheiremployerandtheirowncareerdevelopment,includingincentivesandtransparencyinhowskillsdevelopmentwillleadtopromotionsorotherinternalmobility.

Employeesalsowanttrainingoptionsthatfitwithintheirworkschedules,reinforcingtheneedforself-paced,hybridandonlinelearningthatallowsthemtoengagewhenandhowtheylearnbest.

PREFERENCESFORTRAININGPROGRAMS

Whatchangeswouldmakeyouremployer’slearninganddevelopmentprogramsmorehelpfulandaccessible?Selectupto3.

20

Conclusion:

Thefutureofstrategiclearning

Asthelandscapeofworkandlearning