Executive summary
June 2023
Learning
at work 2023
The CIPD has been championing better work and
working lives for over 100 years. It helps organisations
thrive by focusing on their people, supporting our
economies and societies. It’s the professional body for
HR, L&D, OD and all people professionals – experts in
people, work and change. With almost 160,000 members
globally – and a growing community using its research,
insights and learning – it gives trusted advice and offers
independent thought leadership. It’s a leading voice in
the call for good work that creates value for everyone.
Learning at work 2023: Executive summary
Executive summary
Global challenges have created an uncertain and changing environment for
workplaces. The focus for organisations is back once again on growth, cost
reduction and productivity. With the shelf life of skill expected to continually
decline,1 retaining the right people with the right skills is a top priority for all.
Our Learning at work 2023 survey report explores how learning practitioners
are contributing to continually changing workforce priorities and highlights
potential changes in practice to help them thrive through disruption.
Priorities and challenges
Our 2023 report shows that organisations have increased their headcount and
budget for workforce learning. However, despite access to more resources, 53%
of those working in L&D functions reported that their workload has increased.
Addressing the skills gap is the top priority, but learning practitioners report a lack
of priority from business leaders, a lack of capacity, and a lack of insight about
what is needed and what is working. In 2023, learning practitioners are less likely
to agree that their learning strategy supports business priorities than in 2021.
Evolving learning methods
As the workplace shifts to become more hybrid, the methods used to support
learning in these environments have also changed. Although face-to-face
learning has rallied, there is still a net decrease. While the adoption of specific
technology tools has declined since the pandemic, the use of digital learning
solutions continues to grow overall, with 48% of learning practitioners
reporting an increase in use in the last year. Specific L&D functions are more
likely to embrace methods that support the application of new knowledge,
including apprenticeships and job rotation, as well as funding coaching and
mentoring programmes.
Embedding technology in learning delivery
The majority of L&D professionals harness technology to support
administration, content design and delivery. Those using a broad range of
technologies are more likely to report strategic alignment with organisational
outcomes, a more holistic learning process, opportunities to continuously
improve and openness to experiment.
Working smarter
Learning practitioners have a wider range of methods and media at their
disposal than ever before. But to work smarter, we need to understand what
practices are effective. It is important to:
• use evidence-informed principles
• establish clear business goals
• design for diverse learners
• minimise cognitive load, and
• support learning transfer.
1
The Future of Jobs Report 2023, World Economic Forum
1 Executive summary
Learning at work 2023: Executive summary
However, fewer than a quarter of L&D teams believe they are skilled at
designing and delivering digital learning, and almost half lack a systematic
evaluation and measurement approach. On the other hand, leaders who
recognise the value of L&D are more likely to have teams that apply evidence-
informed principles, identify performance issues before recommending
solutions, have processes for supporting learning transfer, and assess learning
impact to ensure continuous improvement.
The vital role of line managers
Line managers play a critical role in supporting individuals and creating
opportunities for learning transfer, but perceptions of line manager support
to help do this, and to assess the impact of L&D, are generally low. Learning
professionals need to work with the business to create an environment for
learning, capturing and sharing ideas, and enabling knowledge transfer and
management. This is a two-way process – organisations where leaders
recognise the value of learning practitioners are more likely to create a climate
of trust, have systems in place for knowledge transfer and management, and
support informal and continuous learning.
L&D leader influence
Our report shows that leaders of L&D teams have a more positive perception
of the profession than practitioners. It also highlights opportunities for L&D
leaders to better connect with their teams, to provide clearer career pathways
and opportunities for learning within teams, and to become more intentional
in applying principles of effective practice. Additionally, those learning
practitioners whose leaders value their contribution to the organisation’s goals
are more likely to report that their L&D team is skilled in a range of areas.
Below, we highlight eight recommendations for learning professionals to help
them thrive through disrupted times.
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Learning at work 2023: Executive summary
Thriving through disruption:
Eight lessons from the CIPD Learning at work 2023 survey report
Work smarter, not
harder
2023 saw a net increase in
53%
report an increase
L&D headcount and budget in team
but it came with a much workload Shift from input 57%
higher increase in workload to outcome are proactive
L&D practitioners are in identifying
working harder, but the performance
not necessarily on the issue before
right things recommending
a solution
Operate beyond
the course
46% Our current focus is on
have a process for
supporting learning
input; less than one in 10
strongly agree they make Embrace digital curiosity
transfer
evidence-informed decisions How we have applied our
to improve performance digital tools in the past will
not necessarily prepare L&D
11%
are using or
for success in the future
planning to use
generative AI (Feb
2023)
Co-create value
with others
37%
agree that systems
Connect and collaborate with are in place to help
organisation stakeholders to build skill individuals share
across the employee experience what they have
learned
Explore and experiment 13%
have embraced
Carve out spaces to explore and test and learn as an
experiment with new ways of learning opportunity to build
new L&D skill
Realise your own potential L&D leaders – rise up!
Only one in five learning Learning leaders are more
practitioners strongly agree optimistic than practitioners
21% they are prioritising the
skills they need to help
about career prospects
and earning potential: it’s
52%
strongly agree they believe that L&D
their organisation in the time to use our influence offers good career
cultivate their own
future to retain talent in the prospects
attitude of continual
improvement
profession
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Issued: June 2023 Reference: 8378 © CIPD 2023
