L&D Professionals
How smarter training cultures could spark the next wave of productivity
New research with insights from 2,000 employees shows strong appetite for lifelong learning, yet confidence in emerging skills is fragile and access to practical development tools varies sharply by sector. Emma O’Dell argues employers must move from episodic training to continuous learning, equitable digital access, and pathways built for change. There is a particular kind of frustration that comes from wanting to grow and finding that the opportunities around you haven’t yet evolved to match your ambition. New research from…
The execution gap in L&D: Why strategic ambitions are outpacing reality
In a world of huge rising demand, reskilling pressure and AI acceleration, L&D keeps saying it must be strategic. But operational data shows execution is where things fail: prioritisation, flow, capacity and measurement. Ryan Austin argues the real shift is operating better, not doing more, and lays out the evidence. Over the past decade, the role of learning and development has been steadily redefined. L&D is no longer expected to simply deliver training. The expectation now is far broader and…
Skills, not job titles: Rethinking workforce strategy in the AI age
AI is accelerating change, but so many organisations are still built for stability, not speed. Toby Hough argues that shifting from job titles to a skills-first operating models helps businesses see capability, redeploy talent and retain people. With AI powering skills visibility and managers enabling growth, organisations can adapt faster. AI is reshaping work at speed. New tools are emerging regularly, automating tasks, augmenting decisions and changing what “good” looks like at every level. However, while technology is evolving quickly,…
Culture reset case study: From attrition to high performance
Growth can create internal “static”, especially in people-first industries where belonging is the product. By building psychological safety, practising radical candour, and shifting to human-centric leadership, teams move from transactional communication to collective responsibility. Fiona Wright outlines how this approach reduced attrition, improved collaboration, and strengthened customer experiences at Haulfryn. In the hospitality and residential park industry, a brand is only as strong as the people who represent it. For Haulfryn, a family-owned business with a- 90-year history of excellence,…
Why early involvement is only part of the story
Getting L&D involved early matters, but this discussion shows that access alone is not the full answer. Kim Ellis, Cathy Hoy, Donald H Taylor and Laura Overton reflect on stakeholder relationships, strategic credibility and why influence grows when L&D understands the business well enough to help shape what happens next. Summary A recurring theme in the TJ L&D Influence Report is that good intentions and strong evidence are rarely enough on their own. What often makes the difference is whether…
Thinking in Systems – book review
In her book ‘Thinking in Systems’, Donella Meadows shows why well-meant training often fails when structures, interconnections and purpose stay intact. Drawing on stocks, flows and feedback loops, Houra Amin explores what learning leaders can diagnose before intervening, and how patience, mental models and better metrics reshape sustainable organisational change. Book: Thinking in SystemsAuthor: Donella Meadows Donella Meadows opens with a quote from Robert Pirsig’s Zen and the Art of Motorcycle Maintenance: “If a factory is torn down but the…
The skills crisis is a funding crisis
Jeni Burckart argues the skills crisis is not motivation but money: workers expect massive skill shifts by 2030, yet many pay out of pocket or skip training entirely. She explains why ‘figure it out yourself’ fails, and how upfront employer-funded pathways, apprenticeships and micro-credentials boost retention and promotions dramatically today. The World Economic Forum’s Jobs Report projects that 39% of workers’ core skills will need to change by 2030. Workers see this coming and want to develop those skills, but…
Why skills intelligence is the missing link in workforce planning for the talent crisis
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 leaders make faster, evidence-based decisions and shape agile, future-ready workforces. Traditionally, organisations have tackled workplace planning and closing skill gaps through two main strategies: building on internal talent in the organisation through training and upskilling and recruiting external talent to…
What influence looks like for L&D in 2026
A new TJ video brings together expert contributor reflections on adaptability, business alignment and intentional boldness in L&D. Drawing on themes from the TJ Influence Report 2026, the discussion explores why learning leaders need to focus less on delivery detail and more on organisational priorities, capability and measurable business impact. Summary These conversations, inspired by the TJ L&D Influence Report 2026, brings together reflections from contributors on what L&D needs now: constant adaptability, stronger business alignment, and a more intentional…
Boundaries, not burnout: Building a culture of leadership kindness that lasts
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. Kindness is not a performative tool, it is what endures. I used to stand at networking event doors, turn around three times, and leave. The voice in my head would say, ‘You’re boring. Nobody will be interested. Look how clever…
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