Opinion
From theory to action – the real reason training doesn’t change behaviour
Sad fact: most training doesn’t lead to lasting behaviour change, and the stats prove it. Tim Samuels explores why too much theory and too little practice is to blame, and offers simple, memorable solutions that actually work. If L&D really wants to shift performance, it’s time to stop over-complicating things. The most important point about any learning and development program is surely this: Does it result in any changes in behaviour? Looking at almost any stats related to this issue,…
Stop building and hoping: why client-first thinking is reshaping IT and training
Clients are navigating a perfect storm of regulation, deeper cyber threats and complex AI disruption. Valerie Merrill explores why off-the-shelf training and tech no longer cut it, and how providers must shift towards customised, compliance-savvy solutions that reflect the real challenges facing today’s organisations and the people who power them. The maxim “if you build it, they will come” has long shaped the ambitions of IT innovators and training providers. Also, as trainers we do have preferences over the courses…
Forget quiet quitting! Revenge quitting is the new workplace wake-up call
Dr Ryne Sherman explores the rise of revenge quitting, where frustrated employees walk away, but with impact, not silence. Driven by unmet needs around purpose, safety, and leadership, today’s workforce is pushing back. Here’s what organisations must do to retain talent, and why quick fixes just won’t cut it anymore. We’ll wish for quiet quitting as we’ve entered a new era of bold exits where frustrated employees aren’t just handing in their notice—they’re making sure it’s heard loud and clear.…
Six leadership essentials for a changed world: From the legacy of Andrew Kakabadse
Professor Andrew Kakabadse’s leadership insights remain vital for today’s HR and L&D professionals. Drawing from decades of research and consultancy experience, Steve Macaulay distils six essential principles that equip leaders to thrive in a complex, unpredictable world. These lessons demand a fresh, values-driven approach to development, governance, and organisational culture. Leadership and governance expert Professor Andrew Kakabadse, who died recently. His work is particularly relevant for L&D and HR professionals today: these core essentials are highly focused on meeting the…
Beyond specialisation: Multi-skilled teams are your best defence against market chaos
As rigid hiring models fall short, cross-functional, multi-skilled professionals are emerging as the new must-haves for future-thinking organisations. Uliana Martynova explores how these adaptable employees help teams bridge gaps, drive company innovation, and build resilience—making them prime candidates not just for today’s challenges but for tomorrow’s leadership roles too. Old-school hiring methods are increasingly falling short, especially with project-based structures and rapid market shifts now the norm. Teams assembled solely around narrow specialisations often struggle to adapt. In today’s landscape,…
Skills validation for the new era of hiring and thriving
With AI making it easier to fake resumes, hiring based on self-reported skills no longer works. Dr Mike Hudy makes the case for validated assessments that measure what candidates can actually do. Organisations that embrace this approach will hire more fairly, more effectively, and build teams ready for constant change. As global labour markets shift and digital disruption accelerates, talent teams know they need to build agile, future-ready workforces that have the ability to learn the essential skills of tomorrow.…
Training could turn whistle-blowers into culture changers
Whistleblowing is becoming more common, but many organisations still fail to handle it effectively. Dispute resolution expert Paul O’Donnell argues that managers need better training to distinguish between grievances and whistleblowing, protect staff from retaliation, and build healthier workplace cultures. Otherwise organisations risk mistrust, reputational damage, and costly legal consequences. The Alan Turing Institute suddenly became front page news in August after staff went public with claims of poor leadership, a ‘toxic culture’, and fears of funding being withdrawn. Even…
Revealed: Five surprising careers that will boom in the next decade
The world of work is undergoing a transformation. Economic shifts and new technologies are creating demand for roles outside conventional career paths. From digital creativity to ethical judgement, success will depend on hybrid skills. Himanshu Agarwal explores five growth areas and why they matter for the future workforce, and you. Five career paths that will experience exponential demand over the next decade will boom because technological advancements are reshaping the economy. Conventional careers in business are no longer the only…
Learning that lifts: designing for social mobility in the workplace
Learning that supports social mobility requires more than accessible content, it demands intention, empathy and inclusive design. Anna Ogilby explores how workplace learning can be a catalyst for equity, connection and career progression. When we prioritise flexibility in design, representation and lived experience in every step of the learning journey. For the best learner experience, it goes without saying that learning design must go beyond knowledge transfer into creation of opportunity. In the modern workplace, however, socio economic background remains…
Why project leadership belongs to everyone
Leadership is too often seen as the domain of managers and frameworks, but Rob Anderson believes it starts much earlier, and much wider. Drawing on personal experience, he makes the case for inclusive, human-first project leadership that empowers people at every level to own outcomes, navigate challenges, and drive success. With nearly 70% of UK workplace projects failing to meet expectations, the conversation around leadership has never been more urgent, or more misunderstood. Project failure is often blamed on weak planning…
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