Audrey Hametner argues that supporting early career talent means moving beyond one-off training to guided pathways that build career literacy, mentoring and experiential learning. By treating young employees as partners, organisations can boost engagement, widen opportunity, and cut turnover, turning…
Workforce planning is being rewritten by AI, and old build-or-buy thinking can’t keep up. Ciara Harrington sets out the Four Bs framework, Build, Buy, Borrow and Bot, powered by skills intelligence and skills gap analysis. It helps HR and L&D…
In this candid piece, Maureen O’Callaghan shows why kindness at work starts with self-kindness. From silencing the inner critic that shouldn’t be your coach, to setting boundaries and building support, she argues sustainable leadership means staying present and protecting capacity.…
After months exploring why L&D’s best evidence and intentions still stall, Editor Jo Cook shares a new report shaped by Training Journal’s 60th Anniversary Conference. It introduces the Readiness Enablers Index and highlights practical conditions like stakeholder access, data, experimentation…
In the rush to govern AI and fear automation, organisations are ignoring the most urgent issue: capability. This article argues HR and L&D must distinguish autopilot risks from co-pilot opportunity, move beyond basic AI prompt training, and prioritise critical thinking,…
When change feels stuck, the barrier is often low trust, not poor intent. Nathan Kracklauer shows how business acumen, understood as the logic behind strategy, helps managers align across functions. Position it in business language, resist the skills-only trap, and…
L&D are facing a massive, overlooked challenge: they don’t know what’s actually inside their digital learning content libraries. Years of content accumulation have resulted in outdated, duplicative, and siloed courseware across disconnected systems. This “invisible” content causes direct and hidden…
Andrew Bryant argues that AI-driven efficiency is outpacing leadership capability, creating an “efficiency paradox” where organisations perform better on paper but grow strategically weaker. He explores Klarna’s AI lesson, the shift from performance management to potential development, and why L&D…
Fahed Bizzari argues most organisations are just drifting into AI use, creating activity without dependable performance. He outlines three common patterns: waiting, rolling tools out, and mandating use, all of which fuel shadow AI: uneven quality and rework. He shows…
Apprenticeships were designed to prioritise applied capability, yet assessment frameworks can still exclude individuals who can perform the role itself. And exclusion means less people getting what they need. Michelle Carson examines how this misalignment is narrowing workforce pipelines and…
