3rd Annual

2019
Workplace
Learning
Report
Why 2019 is the breakout year
for the talent developer
Introduction 2019 is the breakout year for talent development. As the
modern workplace evolves, we see an imminent shift
in the power, focus, and influence of professionals with
learning and development (L&D) responsibilities.

Foundational efforts like soft skills and manager training,

as well as scaling learning globally will remain important
in 2019, but they will no longer take up the majority of a
talent developer’s time.

As a result, talent developers are now able to shift

focus to have an even bigger impact on the business.
Executives are increasingly looking to talent developers
to support the business in strategic workforce planning,
including attracting and retaining talent, and ensuring
their people have the right skills for today and tomorrow.

2
What’s new In 2019, our survey indicates that talent developers will
spend more time finding and closing skills gaps while

in 2019 exploring learner engagement tactics to inspire the

modern learner, including the incoming Gen Z workforce.

The shift is on and the stakes are high.

In LinkedIn Learning’s 3rd annual Workplace Learning
Report, you’ll discover how learning leaders like you:

• Leverage increased influence and budget

• Lead organizations in closing skills gaps and upskilling
• Think like marketers to increase learner engagement
• Create learning opportunities for the modern employee

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Methodology For our 3rd annual Workplace Learning Report, we
surveyed more than 1,200 talent developers (L&D
and HR professionals with L&D responsibilities) and
over 2,100 workplace learners across the globe to
examine industry trends.

This report presents these survey results along with

additional LinkedIn data and examples from leading
companies who are successfully addressing the
industry’s top challenges.

4
 00 Summary of key findings 6

Table of
contents 01
State of the L&D industry: 11
At the tipping point

The age of digital transformation: 17

02
Understanding skills gaps

Marketing meets L&D: 26

03
Think like a marketer

Know your learner: 32

04
Boost engagement

5
 00

Summary of
key findings

6
Summary of key findings

01 State of the L&D industry: At the tipping point

Survey results indicate a tipping point in the L&D industry. Increased budgets and executive support are paving the way
for talent developers to play a more strategic role. One with the support and technology to tackle day-to-day challenges,
as well as more strategic and proactive efforts like understanding skills gaps and marketing L&D programs to learners.

Fewer budget constraints More budget for online learning Active executive support of L&D

Online learning Instructor-led training

59%
49%
32% 27%
9%
39%
24% 82%
2017 2018 2019 spend spend spend spend
less more less more

Fewer talent developers named ‘limited Since 2017, 59% of talent developers spend 82% of L&D pros say that their executives
budget’ as a top challenge than ever before. more of their budget on online learning and actively support employee engagement
39% say they spend less on instructor-led in professional learning.
training (ILT).

7
Summary of key findings

02 The age of digital transformation:

Understanding skills gaps
Macro trends like digital transformation and the decreasing shelf-life of skills are challenging organizations to
play catch up as they try to hire and develop their people. This year, the number one focus for talent developers
is to identify, assess, and close skills gaps and they are tackling the challenge head-on in a myriad of ways.

Talent developers prioritize understanding skills gaps in 2019 Talent developers use a multi-pronged approach to identify skills
gaps within the organization, including:
1 Identify and assess skills gaps
Internal skills gap assessments
32% increase year over year
74%
2 Increase engagement with learning programs
Monitor business KPIs/key metrics
3 Develop career frameworks 66%
Attend meetings with executives/senior managers

61%

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Summary of key findings

03 Marketing meets L&D: Think like a marketer

It’s time to turn up the volume on marketing communications. Data shows that owned channels—like email
marketing—successfully reach employees today. In contrast, messages about learning from managers and
leadership don’t reach the majority of learners yet, but they have the potential to have the biggest impact.

It’s time to embrace your inner marketer Email marketing is working Leveraging managers more is an area
of opportunity

Talent developers Talent developers

65% 69%

15%
65% use email marketing 69% leverage managers and leadership
to promote learning. to promote learning.

Employees Employees

61% 46%
Talent development only spends 61% discover learning programs 46% discover learning programs
15% of their time promoting via email marketing. through managers or leadership.
employee engagement with
learning.

(e.g. video marketing, creative signage,

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Summary of key findings

04 Know your learner: Boost engagement

Today it’s imperative for talent development to tap into the potential—and preferences—of all learners.
This means that social, mobile, manager involvement, and self-directed learning opportunities will increase
engagement, particularly with Millenial and Gen Z workers.

Mobile learning is on the rise Talent developers are making changes for Gen Z

5%
74%
74% of talent developers say they plan
increase year to make changes to their L&D program
over year1 to accommodate Gen Z workers.2

Managers are the missing link

Managers are an effective way to reach learners: 75%

75% of employees would take a course assigned of employees would take a
by their manager.2 manager suggested course.

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 01

State of the
L&D industry:
At the tipping
point

11
 01 State of the L&D industry: At the tipping point

Increased budgets and influence

pave the way for more strategic
talent development teams
L&D is one of the newer disciplines in HR, yet one that’s
gone through staggering amount of change in a short period
of time. What started as a few classroom experiences has
blossomed into comprehensive learning initiatives to help
organizations cultivate talent from within.

For the first time, professionals with L&D responsibilities have

the budgets, teams, and executive buy-in to expand their
focus beyond day-to-day challenges—like closing skills gaps
that are vital to stay competitive.

With the tightening labor market and the shortening shelf life
of skills, creating and maintaining market leadership hinges
on talent development’s ability to help employees acquire
and grow the right skills. Talent developers now have the
support and resources that they need to take on the skills gap
challenge at this critical moment.

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 01 State of the L&D industry: At the tipping point

Talent developers have fewer

Budgets are no longer budget constraints

a top challenge Budget constraints no longer top the list of major

challenges facing learning leaders today.

In 2019, only 27% of talent developers named

49%
limited budgets as a major roadblock. While any
talent developer would benefit from increased 32%
27%
budgets, survey data indicates that budget
is no longer a top challenge hindering talent
development teams from achieving their goals.

Compare that to 2017, when talent developers’ 2017 2018 2019

number one challenge was a limited budget. *% of respondents with significant budget challenge
The industry has come a long way in a very short
amount of time.
Talent development budgets
are increasing
The steady rise in L&D budgets demonstrate the
increasing importance of learning within organizations.

43%
35%
27%

2017 2018 2019

*% of respondents expecting budget increase
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 01 State of the L&D industry: At the tipping point

Budgets shift to online

learning, fueling the Compared to three years ago, 59% of talent
developers spend more of their budget on online

ability to scale L&D learning and 39% spend less on ILT.

Online learning Instructor-led training

As L&D budgets grow, dollars continue to shift from
instructor-led training (ILT) to online learning solutions 59%
like LinkedIn Learning. While online learning will never 39%
fully replace in-person training, it’s important to enable 24%
modern learners to upskill when and where they need to.
9%

spent less spent more spent less spent more

The vast majority of talent developers use off-the-shelf
content mixed with customized content created internally.

LinkedIn Learning helps talent developers to mix

73% of talent developers say
and match content, regardless of whether it is created
internally or is in the Lynda.com library, to craft curated
learning paths. For learners, it’s easy to search and find
73% they use externally created
content to train employees.
the best learning content all in one integrated experience.

85% of talent developers say

85% they use internally created

content to train employees.

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How Kellogg invested LinkedIn Learning helped Kellogg:

in online learning to Create real-time learning opportunities.

scale L&D 1 Kellogg employees aren’t waiting for an

in-person training to upskill themselves; they
upskill in the moment with online learning,
With a vision to create a truly aspirational learning
right within the flow of work.
culture across the entire organization, Kellogg
invested in online learning to empower their
10,000+ employees to learn what they need, Provide relevant and up-to-date content.
when they need it, and grow their careers. 2 Kellogg delivers up-to-date online learning
content directly to employees in order to
support the most relevant, impactful work.
“Ultimately, this is about our people’s
learning and growth experiences. Be more proactive.
We care about their needs and are 3 Prior to the launch of LinkedIn Learning,
the Kellogg team often delivered ad hoc
now better equipped to deliver programs to respond to pressing learning
against them.” needs. Today, when an employee needs
learning content on a specific topic, the
Kellogg team can direct them to LinkedIn
Thor Flosason Learning and continue to focus on the larger
Global Learning Director, Kellogg
strategic needs of the business.

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 01 State of the L&D industry: At the tipping point

Headcount and
executive buy-in signal Talent development teams
empowerment for continue to grow

talent development
87% of talent developers report

Increased More Executive 87% that their teams will either stay
the same size or grow this year.
budgets? headcount? buy-in?

Talent development teams feel

Talent developers have never been in a better
position to ask for more executive championship
supported by their C-suite
of learning to increase engagement and
strengthen their organization’s culture of learning.
82% report their
Talent developers report that they have strong
backing from executive partners—a critical step
82% executives actively support
employee engagement in
professional learning.
to create a culture of learning.

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 02

The age of digital

transformation:
Understanding
skills gaps

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 02 The age of digital transformation: Understanding skills gaps

This is the year that L&D hones

their ability to identify, assess,
and close skills gaps
Digital transformation is leaving organizations
to play catch-up as they try to hire and develop
the right skills—particularly technology skills.

Armed with more resources and support than

they have ever had, talent developers are now
ready to proactively identify, assess, and close
skills gaps.

The shift from instructor-led training to online

learning comes at a perfect time.

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 02 The age of digital transformation: Understanding skills gaps

Skills gaps top the priority Top 7 focus areas for talent
list in 2019 development in 2019

Of the top seven areas that talent developers expect

to focus on through 2019, four of them (including
1 5
Identify and assess skills Train for soft skills
#1) focus on addressing skills gaps, while learner
gaps
engagement (coming in at #2), remains a critical and
constant challenge. 6
2 Deliver company-
Of note, there’s a range of only 12 percentage points Increase engagement specific insights to close
within the top seven focus areas, suggesting that with learning programs organizational skills gaps
talent developers have a lot to juggle. The pressure
to focus on multiple dimensions of learning—
investigating skills gaps, developing career growth
3 7
Develop career Understand the impact
frameworks, and driving engagement—is challenging
frameworks of technology and
enough. Doing all of these things all while delivering
automation on skills
stellar learning programs, makes the role of talent
development
developer even more complex and demanding. 4
Provide consistent and
valuable learning to
employees globally

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Most in-demand skills Soft skills

for 2019 1

2
Creativity
Persuasion

You’ve heard it before, but we will say it again: 3 Analytical reasoning

soft skills matter. Some of the country’s fastest- 4 Collaboration
growing roles—sales development, customer
success, and customer experience jobs—are
5 Flexible approach (a.k.a. Adaptability)
largely soft skills-based.

Using LinkedIn platform data, we’ve identified Hard skills

the hard and soft skills that companies need
most in 2019. While each of these hard skills 1 Cloud computing
only apply to specific sections of the workforce, 2 Artificial intelligence
soft skills apply to all.
3 Analytical reasoning
This year, creativity is the single-most in- 4 People management
demand skill for companies to cultivate in
5 UX design
their employees.
6 Mobile application
Read more about the skills companies need 7 Video production
most in 2019 and how to learn them.
8 Sales leadership
9 Translation
10 Audio production
11 Natural language processing

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How Allianz is closing “We’re running an analytics project to
skills gaps with a strategic identify job families and skills that will

workforce plan be relevant in the next three years. With

LinkedIn Learning Skills Insights, we can
Germany-based Allianz is a 128-year old insurance curate lists that align to our future strategy,
company that has kept pace with the modernization
of skills for over a century. Allianz created Allianz
see if people are learning those skills, and
University (AllianzU) to globalize learning for its keep adjusting from there.”
140,000 employees around the world.

To execute on this plan, the global learning team at Heather Duttweiler

Allianz uses internal assessments as well as LinkedIn People Development Consultant at Allianz
Learning data to understand the skills they already
have within their company and then map the critical
skills they’ll need in the future.

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 02 The age of digital transformation: Understanding skills gaps

Top 8 ways talent developers

Closing skills gaps: demonstrate the success of learning
A new measure of success
67% 61%
Closing known skills gaps Increasing employee
This year’s data shows that talent developers
within the organization engagement with
believe that closing skills gaps is the best way
learning resources
to demonstrate the value of learning programs.
In fact, closing skills gaps (67%) came in 15 65%
percentage points higher than positive learner Helping employees 60%
feedback (52%)—which historically has been gain the skills needed to Getting qualitative
one of the primary metrics used to demonstrate remain competitive feedback from
learning success. This year, it didn’t even make employees about their
the top 5. ability to apply learning
63%
Getting qualitative
While qualitative assessments of learning
are important, it’s also critical to measure the
departmental feedback 57%
indicating a positive Increasing favorable
quantitative business impact, such as an increase
change metrics tied to
in sales performance or customer satisfaction.
participation in
learning programs
61%
Retaining top talent
within the organization 52%
tied to learning Getting qualitative
feedback from
employees on their
experience with
learning resources

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 02 The age of digital transformation: Understanding skills gaps

Measuring skills gaps is How talent developers find the most

a multi-pronged approach important skills to train

In 2019, savvy talent developers are strategically Perform internal skills gaps assessments
deciding which programs to build based on
skills gaps assessments and input from strategic
74%
partnerships across the business. The vast
Monitor business KPIs/key metrics
majority (74%) of talent developers use internal
skills gap assessments to decide which learning 66%
programs to create or curate.
Attend meetings with executives/senior managers
While there will never be a “silver bullet” 61%
solution to identify the most pressing skills to
train for, online learning platforms can help Rely on manager input
organizations improve how they measure skills
59%
gaps and benchmark them against similar
organizations. Look to industry trends to prevent skills gaps

51%
Monitor complaints

45%

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 02 The age of digital transformation: Understanding skills gaps

Talent developers increase More talent developers leverage

collaboration with business business partners

partners to close skills gaps 52%

Key findings indicate that talent developers are 32%
working more closely with business partners than
they did last year.

This is good news, as business partners— 2018 2019

the voices on the ground—are tuned in to the
real-time impact of L&D programs. By working
closely with business partners, talent developers
can quickly understand which skills gaps are most
61% of talent developers attend
pressing and which learning programs can help
meetings with executives or
close them.
61% senior partners to help them
identify which are the most
important skills to train for.

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03

Marketing
meets L&D:
Think like
a marketer

25
 03 Marketing meets L&D: Think like a marketer

It’s time to turn up the volume

and creativity of marketing
communications
When the L&D function emerged, it was focused
primarily on curriculum building—to deeply
understand how to craft learning programs that engage
employees and deliver value to their organizations.

Today, the playing field has changed and talent

developers need to be so much more. You’re
investigative reporters who uncover skills gaps. You’re
data analysts who create and track key business and
learning metrics. But your most important role—the
one that will have the biggest impact on learner
engagement—is a marketer of learning programs.

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 03 Marketing meets L&D: Think like a marketer

Spend more time Creative marketing can help solve

marketing programs top challenge

to increase learner Investing more time in creative marketing can help raise
awareness of learning programs.
engagement
Talent developers only spend 15%
Over half of respondents report that increasing
of their time promoting employee
15%
learner engagement is the top challenge for their
engagement with learning.
teams in 2019; yet talent developers only spend a
small sliver of their time (15%) marketing learning
(e.g. video marketing, creative signage,
opportunities to employees. Getting the attention
competition creation, etc.)
of the modern learner requires more outreach and
higher-impact marketing programs.
Learn more: Check out 8 ways to engage your learners.
Take the lead of modern marketers, including
internal communications professionals, who
think beyond email. To get your message out, use
a multi-channel approach that includes email,
videos, events, signage, influencer campaigns,
contests, and more. You can even partner with
your marketing team to integrate learning
messages into well-established marketing
processes and communication channels.

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 03 Marketing meets L&D: Think like a marketer

Keep using tried and true Email marketing

marketing channels to Talent developers

reach learners 65%

65% use email marketing to promote learning.

Talent developers use a range of marketing tactics

Employees
to break through the noise and reach learners. This
includes channels you have complete control over 61%
and others that require you to influence others.
61% discover learning programs via email marketing.
Engaging learners via email marketing and
employee intranet is working. The marketing
channels you control—like email and the employee
intranet—are getting through to employees. Employee intranet
Consider ways you can get creative with your emails Talent developers
and intranet posts—how can you add authenticity
61%
or bring in a cultural reference? Have you tried a
teaser campaign before a new program launches? 61% use the employee intranet to promote learning.
Creativity goes a long way to invigorate these
marketing efforts and get even bigger reach.
Employees
Did you know that most workplace learning happens in 55%
the first three days of the work week?1 Try sending emails
55% discover learning programs via the employee intranet.
at the beginning of the week to increase impact.

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 03 Marketing meets L&D: Think like a marketer

Turn up the volume on Managers and leadership

partner marketing to Talent developers

reach learners 69%

69% leverage managers and leadership to
promote learning.
The majority of talent developers partner with
people managers and HR leaders to ensure Employees
employees discover learning programs through
their managers or key moments like onboarding 46%
or manager training.
46% discover learning programs through
managers or leadership.
The majority of talent developers work to
leverage managers and leadership to encourage
employees to learn, but it remains an opportunity
area. Similarly, the majority of talent developers
Talent management initiatives
(e.g. onboarding)
aim to reach learners through existing talent
management initiatives like onboarding. These
messages are not reaching the majority of Talent developers
learners yet, but they have the potential to make 62%
the biggest impact.
62% leverage talent management initiatives to
promote learning.

Employees
42%
42% discover learning programs through talent
management initiatives.
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 Pro tips for learner engagement

3 ways ServiceTitan drives 1

Create a brand for the L&D team.
The ServiceTitan L&D team created a learning

learner engagement brand that employees recognize. They have

a logo, brand colors, and have rebranded
their learning newsletter. This approach gets
Leading talent development teams like the employees’ attention and connects with them
one at ServiceTitan, a mid-sized software as consumers of learning.
company, are implementing marketing tactics
to connect with learners. These creative and
Get creative with signage.
attention-getting tactics foster a strong culture
of learning within the company. 2 The learning team took signage to the next
level by upping their design game—bringing
in cultural tropes like the infamous ‘got milk’ ad
to grab attention.

Embrace your organization’s culture.

3 The L&D team used an upbeat, conversational
tone in their internal communications by
working jokes and quirky quotes into their
emails so employees enjoy—and even look
forward— to reading monthly updates.

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Use video to get the
organization excited
about learning
What’s the best way to raise awareness about
learning programs?

Develop a full-production video with all the bells

and whistles; or simply use your smartphone to TomTom taps into its gaming culture
make a quick video of your CEO sharing thoughts
on why learning is important. Either way, you’re
sure to get the attention of learners and inspire
them to learn.

Econet’s COO champions the importance

of upskilling

31
04

Know your
learner:
Boost
engagement

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 04 Know your learner: Boost engagement

From Gen Z to Boomers,

meet learners where they are
Millennials now dominate today’s workforce and Gen Z
just walked in the front door. These professionals want
more collaborative work environments and self-directed
career paths.

Today, it’s imperative that you tap into the potential—

and preferences—of all learners. Workers of every
age are getting more mobile and social and the trick
is to figure out what levers to pull to inspire learning.
Get this right and you’ll encourage cross-generational
collaboration and participation, while nurturing the next
generation of rising professionals to be learning leaders.

33
 04 Know your learner: Boost engagement

Create learning The majority of learners want social

workplace learning experiences
opportunities that are
Over half of each generation feels motivated to be
social and mobile around their colleagues at work, with Gen Z valuing
it the most.2

Learners are more mobile and social than ever. Mobile

71% 69%
learning continues to increase—5% in the past year1. And,
56% 54%
over half of all learners value more social, collaborative
environments—both in the office and when they are
engaged with online learning.

74% of talent developers say they plan to make changes to

Gen Z Millennial Gen X Boomer
their L&D program to accommodate Gen Z workers2. But
it’s not just about Gen Z—new ways of communication,
marketing, and learning are sure to have an impact on
Over half of each generation values the ability to
learners of any age.
collaborate with instructors and/or other learners via
forums, groups, or Q&A session while taking a course.2

72%
63% 59% 57%

Gen Z Millennial Gen X Boomer

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 04 Know your learner: Boost engagement

Learners want to control

their learning journey
Survey data shows that employees want self-directed Learners who want fully self-directed
learning opportunities accessible in the flow of
work. One way to accomplish that is through online
and independent learning2
learning, which enables employees to learn in the
moment of need. 43% 42%
Work towards creating a frictionless online learning 33% 33%
experience where employees can easily access
relevant learning content.

Gen Z Millennial Gen X Boomer

74% 74% of employees want to learn

during spare time at work.

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Enable self-directed
learning by surfacing Top soft skills in 2019

relevant content The rise of AI is making soft skills increasingly important,

as they are precisely the skills that can't be automated.

Even if employees want to direct their learning Based on the most in-demand soft skills of 2019, here are
journey, they may not know where to start. Be a few courses that you can send to employees to help
the catalyst for self-directed learning by pointing them develop these critical skills.
employees in the right direction—to courses that
build the skills they need most.
Creativity Adaptability
Creativity Bootcamp Developing Adaptable
Employees
Bella Arutyunan, a Product
Persuading others
Manager at ServiceTitan, directs
Becoming a Thought Time management
her own learning journey.
Leader Getting Things Done
Meet Bella
Collaboration
Collaboration Principles
and Process

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 04 Know your learner: Boost engagement

The biggest barrier

to learning is time
We know that today’s workforce cares deeply
about learning and development opportunities
from their employers, yet the biggest problem
for talent developers is that employees don’t
Most generations would like to learn a
make the time. new skill but don’t feel they have time.2

58% 63%
50%
37%

Gen Z Millennial Gen X Boomer

37
 04 Know your learner: Boost engagement

Communicate that
Compared to light learners (<1 hours per week),
learning is a good use heavy learners (5+ hours per week) are4:

of time
74%
more likely to know where they want to go in their career.
Yes, it’s tough for employees to find time for
learning; but data shows that taking more time
to learn can make a significant difference in an
employees' experience at work. 48%
more likely to have found purpose in their work.
Employees who spend over five hours per week
learning are more likely to know where they want
to go in their careers, find greater purpose, and
feel less stressed. We even see those benefits with
“medium” learners, who spend one to five hours a
47%
less likely to be stressed at work.
week learning.

94% of employees say they

would stay at a company longer
94% if it invested in their learning
and development.3

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 04 Know your learner: Boost engagement

Manager involvement
drives learner engagement
How can talent developers help employees carve 69% of talent developers
out the time they need to overcome critical skills proactively leverage managers to
gaps? Based on this year’s survey, the answer is
clear: managers matter. Data shows the number
69% encourage learning, yet getting
managers involved in learning
one way learners discover the skills they need to remains a top challenge.
improve or progress in their roles is when their
manager provides specific direction or guidance.

L&D understands this: nearly 7 of 10 talent

developers proactively look to managers to
encourage learning. Managers know their direct 75% of employees would take a
reports best and can make personalized learning 75% course their manager assigned.2
recommendations based on interest and skills
gaps. Although most talent developers are trying
to engage managers, it remains a top challenge
across the industry.

46% of learners find out about

46% learning opportunities from their

managers or leadership.

39
3 ways to activate Pro tips to activate people managers
people managers
Articulate the impact.

Talent developers say getting managers involved is

1 Just like employees, managers want to
know what’s in it for them. Help them
a top challenge in 2019. Whether you’ve launched
understand how learning affects their
your initiative to get managers to take on a larger
performance, their team’s performance,
role in employee learning, or are still considering
and their own personal growth.
your options, try these three strategies to activate
your managers.
Tap into urgency.
2 When learning is tied to a specific
Casey Hackett, a Customer Success event—such as an upcoming conference,
Manager at ServiceTitan, spends presentation, or big customer meeting—
time learning and encouraging it holds more weight, as managers can see
learning on his team. its direct impact. Identify and categorize
upcoming events and remind managers of
Meet Casey courses that can be particularly helpful in
these moments.

Encourage action and ensure accountability.

3 To make training stick, create opportunities for
managers to practice the concepts learned.
Instead of one-and-done trainings, encourage
ongoing learning—on a weekly or even daily
basis—which supports the retention of ideas,
extends the value, and allows learners to put
new learning into action immediately.

40
Conclusion

How to take action on key findings

This is the breakout year for the talent developer. Budget and resources are finally beginning to catch up with learning
needs. Online learning solutions are developing new ways to help talent developers like you solve top challenges—
creating learning experiences employees want and surfacing the data you need to find, track, and solve skills gaps.

Get proactive: Mix and match:

With budgets increasing, have a plan ready for where Combine in-house content with expert off-the-shelf
additional budget can be allocated. content in curated learning paths to make them even
more relevant and applicable.
Understand skills gaps:
Assess where you are with skills gaps: what are the current Try new marketing communications:
methods and tools you’re using? What’s working? What’s not? Invest more time in marketing learning programs and
leverage the creative ideas in this report to increase
Harness skills data: learner engagement.
Consider solutions like LinkedIn Learning that not only
help you deliver up-to-date content, but also help you Keep up the effort to engage managers:
measure skills gaps and benchmark skills development It is tough to get managers to take a more active role in
against your peers. employee learning, but this strategy is effective. Keep up
the effort and try new strategies to motivate managers.
Tap into technology:
Continue to increase your investment in online learning to
meet the learning styles of every generation.

41
Sources To create the 2019 Workplace Learning Report,
we leveraged a few additional LinkedIn data
sources to bring you comprehensive findings
on trends in talent development.

1. LinkedIn Learning platform data from 2017 to 2018

2. LinkedIn commissioned study by Census Wide of 3,072 US full time

workers 18+

3. LinkedIn study among employed LinkedIn Members surveyed from

LinkedIn Member Databases conducted via online survey in 2017

4. LinkedIn study of 2,049 business, technical, and freelance

professionals in 9 different developed countries in 2018

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LinkedIn Learning, the leading online learning platform,
helps organizations increase learner engagement and close
critical skills gaps. With over 13,000 courses taught by
real-world experts—and more than 50 new courses added
every week—the library is always up-to-date with the most
in-demand business, technology, and creative content.
Additionally, LinkedIn insights and social experiences make
learning more personalized and interactive so employees
develop the most relevant, applicable skills.

For more information, visit http://learning.linkedin.com

Research Editorial

Artem Chelovechkov Rachel Lefkowitz

Senior Research Content Marketing
Associate, LinkedIn Manager, LinkedIn

Benjamin Spar Amanda Van Nuys

Senior Market Research Group Manager, Enterprise
Manager, LinkedIn Brand and MarCom, LinkedIn

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