By strengthening communication channels and understanding employees’ needs, HR leaders can make the most out of their learning and development programme.
By Simon Kent
Organisations need to get maximum impact from training and learning interventions. But while these resources can be provided to simply help employees gain skills, they also offer an opportunity to underpin other aspects of the business—to help transition or reinforce a move towards a new way of working, to underpin company culture, and to give a clear indication of how the organisation operates and its priorities.
"A strong learning programme is the essential bridge between ideas and execution," says Al Goel, global learning leader and an insights facilitator, who previously headed up teams at Sanofi and Deloitte. "For any new initiative or technique to gain real traction, people must understand not just how to implement it, but why it matters. Effective L&D makes that understanding possible, transforming change from a concept into a sustainable reality."
Making this happen in practice requires greater attention to both the content of L&D and the way in which it is delivered, ensuring both integrate with the ongoing work of employees.
At Ricoh UK, their L&D programme has proven crucial for embedding new ways of working, transferring knowledge, and cultivating innovation. Sam Hewitt, leadership learning manager, describes training within their business as "a strategic enabler of transformation." Their L&D activities directly build the capability of the organisation serving as a catalyst for cultural and behavioural change. "It serves a dual purpose that strengthens performance and shapes the mindset required for active change," notes Hewitt.
To have this impact, Ricoh has developed an agile and employee-centric delivery model which combines micro-learning events, "Peer Sound Boards," and post-training sub-groups which meet to reflect on learning and exchange knowledge. There are also opportunities for the senior leadership team to meet, discuss, and share success stories which maintain momentum.
"This has been purpose-built to support Ricoh UK’s transformation into a digital services company, focused on simplifying operations, driving efficiency, and sharpening our customer delivery," asserts Hewitt.
Simon Ruszala, group learning director for tech consulting company Devoteam, has also seen L&D radically change the game for their company. Using an AI-powered platform from supplier Udemy Business, the company upskilled over 70% of their workforce in AI over a matter of months. The impact was undoubtedly felt in the services they delivered to clients, but it didn’t stop there. "That same programme also led to a 4% reduction in employee attrition, and record employee satisfaction scores," says Ruszala.
Ricoh UK’s L&D programme is a strategic enabler of transformation and serves a dual purpose that strengthens performance and shapes the mindset required for active change. — Sam Hewitt, leadership learning manager, Ricoh UK
Key to this success was the design of the training which recognised that frontline teams couldn’t afford to pause for learning. "We designed our approach around flexibility, relevance, and scale," says Ruszala. "With a mix of structured programmes and on-demand learning, we were able to launch a global AI upskilling initiative across 25 countries in just three months." The initiative saw thousands of employees—many new to digital learning—complete generative AI training almost immediately, and since that training included the staggered release of bite-sized modules, it meant employees could learn during their breaks and had a reason to continuously come back to the platform. "Learning became our top-rated initiative in the annual employee survey,” says Ruszala, “proof that when training aligns with real work, it drives real impact."
At facilities management company SBFM, Kelly Dolphin, chief people and culture officer, says their L&D programme has driven innovation and supported the ongoing development of their colleagues. In her opinion, training "should not be a static introduction, but a flexible set of goals that colleagues are encouraged to engage with throughout their employment."
SBFM’s Evolve programme aims to break down barriers facing disadvantaged groups, supporting them into employment. The initiative includes workshops, coaching, and digital learning career support to diverse groups, including ex-offenders, the homeless, ex-services personnel, former sports professionals, the long-term unemployed, care leavers, neurodivergent people, and those with disabilities. To meet this inclusive challenge across the country, the company believes in bringing training to the individual. In some roles, such as frontline cleaning, operatives have access to smartphones rather than desktops, so initiatives are developed accordingly to ensure everyone can access the training they require.
SBFM uses mobile platforms so employees can log on when it suits them and complete gamified training materials. The platforms can track their progress, allow them to gain certifications, and upskill to unlock new opportunities. They also include a rating section highlighting their skills learned, which helps colleagues focus on what they need to improve.
While offering the flexibility to match materials to individual needs—in one instance an approach has been designed to meet the needs of a trainee with cerebral palsy and deafness—the programme also means the company’s target participants can progress and grow within the business. "With one client partnership, participants have worked up from cleaning roles to become personal trainers," says Dolphin. "Elsewhere, Evolve trainees have worked up into team leader positions, help-desk coordinators, and receptionist positions at our other client sites."
From promoting company culture to enhancing employee experience, L&D events are too good to simply squander on the attainment of new skills. They are a chance to reinforce the entire ration d’être of a business, to demonstrate investing in the workforce, yes, but to go further and show how every employee can belong to the business and can contribute.
As Dolphin states, "Training must be viewed as an ongoing journey rather than a one-off event," and that journey must key into the employee’s experience of what it’s like to be part of the organisation.
Looking to expand learning and development offerings? Check out this list of expert providers.360 Learning360learning.com Services: LMS including course creation and automated reporting, boast use of AI and collaborative learning
Absorbabsorblms.com Services: LMS solution with easy admin and ROI calculator
Udemy Businessbusiness.udemy.com Services: AI-powered skills development platform, includes immersive learning, leadership development and technical upskilling
Go 1go1.comServices: Elearning content provided across diverse subjects and industries
Headspring Executive Developmentheadspringexecutive.com Services: Integrated L&D solutions, executive-level tailored resources, high potentials and early careers
Insightsinsights.com Services: Bespoke learning and development solutions, employee engagement and leadership solutions offered
The Learning & Development Companythelearninganddevelopmentcompany.co.uk Services: From distance learning to coaching and mentoring, for management leadership and staff development
The Motivation Agencythemotivationagency.co.ukServices: Spoke training on a wide variety of topics
P3 People Managementp3pm.co.uk/learning-development Services: Learning and development with focus on SMEs, in-house programmes and e-learning solutions
Sana Labssanalabs.com Services: AI-first learning and development platform, including LMS, authoring tools and virtual classroom
STLstl-training.co.uk Services: Online and face-to-face training provider with diverse courses throughout the year