After many months of observing the eLearning and Learning and Development market I’m still convinced that companies nowadays still struggle to make their most valuable assets — their employees — future proof. Let me explain.

Investing in Learning Tools instead of Learning opportunities

Companies nowadays face many different challenges. Besides staying competitive with their products or services they also have to advertise their company as a place people want to work to attract the new employees. They promote remote working, x-amount-holidays, benefits and of course the opportunity to learn and develop themselves.

When I look at the job profiles on LinkedIn the one thing I recognize most of the time is the following: all self-improvement benefits are the least mentioned in almost every job profile. Go check it out yourself if you don’t believe me. Only a few companies incorporate it into their cultural description. This is not ultimately proof for an existent learning culture but the chances are high that there is at least something.

Companies don’t hesitate to invest in learning tools or eLearning Content. They implement, advertise and roll them out and… that’s it. Many companies lack a strategic learning concept. Most don’t even understand the needs of their employees before investing in learning products. They just implement it.

In addition to that having learning products ready for use is worthless if the employees don’t get the time — during work! — to use those tools. Often times the use of eLearning products needs to relate to the actual job role. Learning outside the role is not wanted. Why? – I don’t know! I think the fear of non-productive time or a decrease in short-term output often drives companies to limit the time employees can dedicate to learning and development. This short-sighted approach reveals a fundamental misunderstanding of what it means to truly invest in the future.

Training, upskilling, and personal development contribute to long-term growth—not just for the individual employee but for the company as a whole. Employees who are given the opportunity to expand their skill sets and learn new competencies become more versatile, innovative, and resilient in the face of market changes. In essence, they are better equipped to handle the unexpected.

Misalignment of Learning and Career Development

Another issue is the misalignment between learning initiatives and employees’ career development goals. Many companies have structured eLearning programs and learning management systems (LMS) in place but fail to tie these resources to clear, individualized career paths. As a result, employees are often unsure of how the learning opportunities available to them will help them advance in their careers or prepare them for future roles.

For example, an employee might be given access to a comprehensive library of technical courses but may not know which specific skills will be in demand in the future or how mastering those skills will lead to career growth within the company. Without a clear connection between learning initiatives and career progression, employees may not feel motivated to invest their time in these programs, especially if it feels like a box-checking exercise rather than a meaningful development opportunity.

The Overemphasis on Hard Skills

It’s true that hard skills are required to keep the business running. As technology advances soft skills will become more and more important. But how and when to acquire them? 

Schools are not teaching soft skills at all. There is a presentation now and then but that’s it most of the time. So either you are lucky and live in a household where soft skills are on the daily menu or you have to acquire them while you try to pay your bills.

As we move into an era where automation and artificial intelligence (AI) take over routine tasks, the importance of soft skills like communication, leadership, problem-solving, and adaptability is increasing. Soft skills are often more difficult to teach and assess, but they are essential for navigating complex workplace dynamics, managing teams, and fostering innovation. Workers who are adaptable and possess strong interpersonal skills will be much better positioned to manage change, collaborate with others, and drive creative solutions to emerging challenges.

In this context, future-proofing employees requires a balanced approach that develops both hard and soft skills. Employees need the technical proficiency to work with new tools and technologies, but they also need the emotional intelligence and leadership capabilities to excel in more collaborative, strategic, and managerial roles.

Lack of Leadership Support and Accountability

Employees need backup and support. One of the major barriers to creating a future-proof workforce is the lack of leadership support. Even if companies have eLearning tools and development programs in place, they often fail to secure buy-in from leadership, which can hinder the effectiveness of these initiatives.

The challenge leadership faces is the non visible ROLI (Return On Learning Invest). What impact will this have on the employees performance or their productivity? In my opinion this way of thinking is outdated in a world where adaptability is not inly required from companies but also from every human being. This is a historic driven problem as everything in business is measured in hard KPI’s — numbers — . Yes, investments need to bring a positive ROI otherwise the company won’t last long. 

But human capital — as it is named in literature — is more than just a number or name on the payroll. Innovation comes from inspired and purpose driven humans who are passionate about something and invest their valuable resource — time and brain power — to create an impactful change.

Leaders play a critical role in shaping company culture and driving employee engagement in learning. If managers and executives do not actively encourage their teams to participate in learning opportunities, or if they do not prioritize personal development in performance evaluations, employees will not see learning as a priority. Moreover, if learning is only seen as something “extra” that employees can do in their spare time, it will never be fully integrated into the work culture.

For learning to be truly embedded in the company, leaders need to model the behavior themselves. This could mean openly discussing their own learning journeys, setting clear expectations for development during performance reviews, or even allocating a set number of hours per week for employees to focus on learning. Accountability should also be built into the system: managers need to hold themselves and their teams accountable for continuous learning and development, which could be tied to business outcomes and long-term company goals.

The Need for a Shift in Mindset

At the core of this issue is a need for a shift in mindset from both employers and employees. Companies need to move away from the traditional view that training and development are just “nice to have” and recognize that continuous learning is essential for long-term success. This requires an understanding that learning is not a distraction from work—it is an integral part of work.

A growth mindset, as championed by psychologist Carol Dweck, encourages both individuals and organizations to view skills and abilities as things that can be developed through effort, strategy, and learning. When companies cultivate a growth mindset, they create an environment where employees feel empowered to take on challenges, seek out learning opportunities, and push beyond their comfort zones.

Employees, too, must shift their thinking and take ownership of their professional development. While companies have a responsibility to provide the resources and support, employees must also be proactive in identifying skills gaps and pursuing growth. They must recognize that staying relevant in a rapidly changing market requires a commitment to lifelong learning.

The Cost of Failing to Future-Proof Employees

The costs of failing to future-proof employees are high, both for individual workers and for the company as a whole. Employees who do not have opportunities to develop their skills may find themselves left behind as new technologies and methods of working emerge. In the long term, this can lead to job insecurity, a lack of motivation, and eventually attrition.

For companies, the cost of turnover is substantial. Not only do companies lose valuable talent, but they also face the financial burden of recruiting and onboarding new employees, which is both costly and time-consuming. Moreover, companies that do not invest in employee development risk falling behind their competitors who are actively preparing their workforce for the future. A business is only as strong as its people, and a workforce that is not continuously learning and growing can quickly become a liability.

Moving Forward: A Holistic Approach to Learning and Development

So, how can companies turn this around? To ensure that employees are future-proof, businesses need to take a more holistic approach to learning and development. This means not just investing in tools but also creating a strategic framework that aligns employee development with business goals. Some key strategies include:

1. Integrating Learning into Daily Work: Rather than seeing learning as separate from work, companies should embed learning opportunities into daily tasks. This could involve micro-learning sessions, mentoring, or project-based learning where employees pick up new skills on the job.
2. Providing Time for Learning: Companies should allocate specific time during work hours for employees to focus on learning and development. This sends a strong signal that learning is a priority and not something that should be relegated to after-hours.
3. Creating Personalized Learning Pathways: A one-size-fits-all approach to training will not work. Instead, companies should provide personalized learning pathways that cater to the unique career goals and skills of each employee.
4. Measuring Learning Outcomes: Companies should track learning outcomes and tie them to business performance metrics. This creates accountability and ensures that the learning initiatives are driving real results.
5. Fostering a Growth Mindset: Finally, fostering a growth mindset throughout the organization can help employees embrace learning and development as an ongoing journey, rather than a one-time event.