How Learning and Skill Development Affect Business Agility, Employee Belonging, and Productivity [Report]

There’s an old proverb that essentially states “the shoemaker’s children have no shoes.” The more modern version is “the cobbler’s children have no shoes,” even though handmade shoes are mostly a lost art. However, the metaphor still has a profound message. Where we have expertise, we often use that expertise for the benefit of others, even if it means we go without the benefit ourselves.

That’s true today in the context of learning. Many talent development professionals in our research say that their company invests in them, but many don’t. Only 31% of learning leaders strongly believe that their company prioritizes skill development and growth for their internal learning, talent, and HR teams.

We as a community of talent development leaders can’t afford to let this slide, because the future of the workforce and the adaptability of the business hinge on the strategies, competencies, and insights provided by this group within the business.

In today’s rapidly evolving business environment, the acceleration of change driven by AI and other technologies is reshaping the workplace. While this disruption presents challenges, it also offers opportunities for growth, with employees viewing learning as a critical pathway to navigate these shifts. However, organizations are struggling to align learning strategies with business objectives, creating a workforce readiness gap that impacts agility, performance, and retention.

Data from the 2024 Lighthouse Research & Advisory Learning, Skills, and Talent Mobility Study of more than 1,100 global employers and 1,000 global learners shows organizational leaders a clear path to success when it comes to employee development and how it intersects with business agility and performance.

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This research was supported by leaders in the learning, talent development, and workforce performance space are making a positive difference in the industry.

Cornerstone OnDemand – Leading Partner
HiBob – Leading Partner
Glider AI – Supporting Partner
Betterworks – Supporting Partner
Atana – Supporting Partner

For more information about how we partner with research supporters, please see our Statement of Ethics on the “About the Study” page in the report.

This report explores three essential themes in modern talent development:

Adapting to Disruption through Learning

Employees recognize that learning is vital for staying relevant amidst the accelerating pace of change. A significant proportion of employers, however, report a lack of skills clarity and preparedness within their workforce, which leads to unrealized potential and reduced adaptability. The research shows that 63% of employers feel their workforce is not adaptable to change, and only 16% of employees believe their skills are genuinely developed for future success. This disconnect underscores the need for organizations to prioritize learning as a strategic tool to overcome disruption and foster workforce agility.

Holistic Skill Strategies Across the Enterprise

Effective skill strategies must include three perspectives:

An executive perspective, offering strategic insights and alignment with broader business goals.
An employee perspective, ensuring that skill development is practical, relevant, and aligns with career paths.
A strategic learning function perspective, guiding and supporting skill growth across the organization.

Organizations that integrate these perspectives into their learning programs are more likely to achieve high adaptability and productivity. Employers with a high confidence in their ability to develop employee skills are nearly twice as likely to say their workforce is highly adaptable to change.

Learning as a Driver of Risk Mitigation and Performance

Learning continues to be one of the most effective tools for mitigating business risks, enhancing employee competence, boosting belonging, driving retention, and improving performance. Research indicates that employees who receive effective training are significantly more adaptable to change (86% more likely) and less likely to leave the organization (five times more likely to stay). Furthermore, companies that establish a culture of learning report a 44% higher likelihood of increased revenue and improved workforce retention.

Ultimately, organizations that commit to continuous, strategic learning are better positioned to thrive in a fast-moving, disruptive environment, turning potential risks into opportunities for growth and sustained business success.

While it’s a complex problem, the reality is that learning is a high-leverage activity to drive real results and impact on business agility and performance.

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Ben Eubanks is the Chief Research Officer at Lighthouse Research & Advisory. He is an author, speaker, and researcher with a passion for telling stories and making complex topics easy to understand.

His latest book Talent Scarcity answers the question every business leader has asked in recent years: “Where are all the people, and how do we get them back to work?” It shares practical and strategic recruiting and retention ideas and case studies for every employer.

His first book, Artificial Intelligence for HR, is the world’s most-cited resource on AI applications for hiring, development, and employee experience.

Ben has more than 10 years of experience both as an HR/recruiting executive as well as a researcher on workplace topics. His work is practical, relevant, and valued by practitioners from F100 firms to SMB organizations across the globe.

He has spoken to tens of thousands of HR professionals across the globe and enjoys sharing about technology, talent practices, and more. His speaking credits include the SHRM Annual Conference, Seminarium International, PeopleMatters Dubai and India, and over 100 other notable events.