Learning & Development (L&D) helps people build the skills to perform and progress — a growing, strategic part of HR that drives performance, engagement and retention.
Why L&D matters
Skills gaps, technology and career expectations mean people need to keep learning. Strong L&D helps the organisation perform, keeps people engaged (development is a top reason people stay), and builds a talent pipeline from within.
Identifying learning needs
Start with a training needs analysis (TNA): compare the skills required (now and future) with current capability, using performance data, appraisals, business plans and manager/employee input. Prioritise the gaps that matter most to performance and goals.
The 70-20-10 model
A useful rule of thumb for how people learn:
- 70% from challenging on-the-job experience.
- 20% from others (coaching, mentoring, feedback).
- 10% from formal courses and training. Design learning that uses all three — not just courses.
Designing and sourcing learning
Match the method to the need and audience: on-the-job practice and stretch projects, coaching/mentoring, e-learning, workshops, and professional qualifications. In the UK, the apprenticeship levy funds apprenticeships at many levels (a powerful, funded route), and CPD (continuing professional development) keeps professionals current.
Onboarding and compliance learning
L&D also covers essential learning like induction, health & safety, data protection and role-specific compliance — getting people safe, legal and productive.
Evaluating impact
Don't just count course completions. Evaluate whether learning changed behaviour and improved results — for example using Kirkpatrick's levels (reaction, learning, behaviour, results). Measuring impact is how L&D proves its value.
Put it to work
For a role you know, list the top three skill gaps and one 70-20-10 way to close each. Then run a real HR scenario in the HR Simulations.