For years, learning and development (L&D) has followed a familiar pattern – static training programmes, rigid skills checklists, and a one-size-fits-all approach to employee growth. But times have changed and the workplace has evolved.
Across all sectors, we are seeing organisations constantly grappling with technological change, evolving workforce expectations, and skills and labour crises. In the face of this extreme change, traditional approaches to L&D are providing diminishing returns. This is leaving employees lacking the skills needed to face the demands of modern work.
The impact is clear: companies that invest in comprehensive training programmes see 218% higher income per employee than those without.
It’s clear that learning in an era characterised by change needs a different approach. But too often the response from L&D is to simply provide more training. Rather than just giving employees more content, I’d argue it’s time to take a step back and rethink what employees need to learn and how they are acquiring the skills to thrive in a fast-changing environment.
AI is reshaping the workplace
Of course, the biggest technological shift of all is coming from AI. There’s no rulebook for the long term change it will have on work, but it is already reshaping what organisations need from their employees. Research shows that a large proportion (70%) of employees are now using AI for tasks such as finding information, writing content and generating ideas. And as employees integrate AI into how they work, different skills requirements are coming to the fore. As AI advances and becomes ever more competent in technical work, we will inevitably see the value of more human skills grow.
For example, in an AI workplace, employees will spend less time seeking answers from data, and more time discussing and making decisions with others based on AI intel. Likewise, AI can handle routine customer queries, but complex or sensitive issues will still demand human interaction and intervention.
In this context, traditional learning still focuses too heavily on technical skills and neglects the vital human skills that will help them both use AI effectively and also thrive throughout their career. The future workplace will require a more delicate balance between technological efficiency and the softer, more human skills. These include empathy, ethical judgment, and interpersonal relationships—particularly in leadership, customer service, and creative problem-solving.
Identifying an impending soft skills gap is one thing – meeting it is another. Responding to this gap is even more difficult in a hybrid work scenario when many such skills are learned through face-to-face interaction with other humans. Thankfully, there is an approach up to the challenge- the bi-directional L&D model.
Learning is a two-way street
Bi-directional learning acknowledges that while companies need specific behaviours and skills from their employees, they also have a fundamental responsibility to support employee development beyond tactical training. The idea is to create a dynamic learning environment where both organisational objectives and individual growth are equally valued.
While each organisation’s bi-directional model will differ, the approach has three core tenets.
1. Shared responsibility: Organisations provide structured learning opportunities aligned with business goals, but the onus is on both parties to engage actively to create an effective learning culture.
2. Going beyond technical: L&D programmes look beyond the basic skills needed to complete tasks, considering underlying people skills and with a focus on high-performance, team-effectiveness and interpersonal dynamics.
3. Factoring wellbeing: Change brings stress, so bi-directional learning emphasises emotional resilience and adaptability, providing tools for managing workplace challenges and resources for personal fulfilment and growth.
Bi-directional models represent a fundamental shift in how organisations approach employee development and their responsibility in supporting employees’ personal growth and career aspirations. This balanced approach recognises that learning isn’t just about meeting corporate needs – it’s about creating an environment where both the organisation and its people can thrive together through mutual development.
Technology to enhance human potential
While few would argue with the intent behind bi-directional learning, making a shift like this takes effort. Thankfully, where technology is forcing this L&D rethink, it is also providing solutions to the challenges it has wrought.
Organisations can start by offering personalised digital learning paths that align business-critical skills with individual career goals. AI-facilitated role-playing for communication skills and accessible, on-demand content that enables learning in the flow of work are also great examples. Making learning part of the everyday is particularly key given employees only remember around a quarter of training information after two weeks without follow-up input.
Companies can also establish learning champion networks across departments, implement regular growth and development weeks, and ensure learning is accessible through mobile platforms for flexibility.
The key is to balance structured training programmes that meet organisational objectives with self-directed learning opportunities. This allows employees to explore their areas of personal interest, whether that’s leadership development or emotional resilience.
This approach not only helps companies build the capabilities they need but also demonstrates a commitment to employee fulfilment – a vital requirement for employees today.
By embracing these principles, organisations can build resilient, future-ready workforces capable of navigating constant change. The key is not just to teach employees but to empower them—creating a culture where learning is not an obligation but an opportunity to grow, adapt, and lead in the ever-evolving world of work.
Annabelle stands as a global leader in EdTech, renowned for her profound influence on innovation, and digital progression within the industry.
Annabelle brings extensive executive experience in the education sector, spanning 15 years and across three continents. She remains a Board Member and Chair of the Talent & Remuneration Committee at EQuest Education Group, one of the largest private education institutions in Vietnam. Prior to this she was an Executive Advisor at leading global investment firm, KKR & Co. Inc. and was Chief Operating Officer of EF Education First, based in Shanghai, one of the largest online and hybrid language training platforms in Europe and APAC.
Committed to fostering innovation and excellence in education worldwide, she advocates for empowering women in their careers, ensuring equitable opportunities for all. Currently pursuing an EMSc at Bologna Business School with a focus on Artificial Intelligence in Business, Annabelle remains at the forefront of cutting-edge developments in the field.
