Learning & Development Trend Report 2025 from troodi

troodi L&D Trend Report
Hello & welcome to the troodi L&D Trend Report 2025!
In the troodi Trend Report 2025, you can expect a comprehensive analysis of
current and future developments in the field of Learning & Development
(L&D). Based on the findings of our survey of over 100 L&D experts, we shed
light on the most important trends, challenges, topics and competences in
L&D.
In the following pages, we take a look at the central role of artificial
intelligence (AI) in L&D and show how self-directed learning can be
implemented effectively. We also analyze the main challenges, for example
establishing a self-learning culture and ensuring long-lasting impact of L&D
measures, and discuss possible solutions. We also look at the most
important topics for 2025 from a content-perspective and the key future
skills for L&D professionals.
We hope that this year's report will provide you with inspiration, strategic
impulses, and practical approaches for your L&D work.
If you have any questions or feedback on the content, we look forward to
hearing from you.
Best wishes,
Julian Wonner
L&D expert at troodi and author of the L&D Trend Report
J.Wonner

Contents
L&D Trends 2025
Focus Topics
L&D Challenges 2025
Future Skills for L&D Professionals
Summary
About troodi
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L&D Trends 2025
5,6 %
3,7 %
0,9 %
Artificial
intelligence
Self-directed
learning
Skill-based
learning
Micro-
Learning
Social
learning
Gamification
VR
Almost half of the L&D experts surveyed see artificial
intelligence as the most important trend in the L&D
sector for 2025. AI was already highlighted as a key trend
in 2024, a point reinforced in this year’s report.
Another notable development is the growing emphasis on
self-directed and skill-based learning. Micro-learning –
demand-oriented learning organized in small units – is
also seen as an important approach to enable flexible
and efficient learning.
These trends highlight L&D’s shift towards innovative
technologies and personalized learning formats to
address the demands of a rapidly evolving work
environment.
On the following pages, we take a closer look at these
trends and explore their practical application.
AI as the most important L&D trend
in 2025
0 50
10 20 30 40
46,3 %
What do you think will be the most important L&D
trend in 2025?
21,3 %
13 %
9,3 %
5

AI in the L&D strategy
While the importance of artificial intelligence in Learning
and Development is increasingly recognized, many
organizations are still in the early stages of integration. For
nearly a third of the surveyed organizations, AI currently
plays no role in their L&D strategy.
The majority of the organizations surveyed ascribe great
importance to AI and have taken initial steps, for example
in the form of pilot projects, but implementation has hardly
gone beyond these initial approaches. Only about a quarter
of organizations have partially or fully integrated AI into
their L&D strategies.
0 50
10 20 30 40
Not at all – AI does not play a role in our L&D
strategy at the moment.
First steps – The importance of AI in L&D has been
recognized and initial discussions or small pilot
projects exist.
Partially integrated – AI is used in some L&D
processes or learning offers, but it is not deeply
anchored in our L&D strategy.
Fully integrated – Including the development of relevant
AI skills throughout the organization and extensive use
of AI in L&D-specific processes and content.
This gap between the perceived
importance of AI and its actual
implementation highlights a
pressing need for action.
Integrating AI into L&D strategies
will become a key focus area for
HRD professionals in 2025.
In many
organizations,
AI is not yet
part of the
L&D strategy.
3,7 %
To what extent is AI already integrated into your
current L&D strategy?
6
Artifical Intelligence
Top Trend 1
30,6 %
44,4 %
21,3 %

L&D plays a crucial role in
equipping employees with relevant
AI skills. This includes, for example,
basic courses on prompt writing,
fostering role-specific AI skills and
legal training, e.g. on the EU AI Act.
The goal is to enable employees to
use AI competently and responsibly.
L&D is tasked with actively guiding
employees through the AI
transformation. This includes
sensitizing managers, promoting a
proactive approach to AI-related
changes and supporting employees
in dealing with the emotional
challenges of these far-reaching
changes. You can find out more
about this topic in the troodi
whitepaper on AI empowerment.
The third level focuses on the
integration of AI tools into daily L&D
operations and learning solutions.
For example, AI can serve as a
sparring partner in the development
of learning programs. AI is also
becoming increasingly important in
the development of personalized
learning paths. Overall, the
automation of routine tasks can
significantly increase efficiency.
Artificial intelligence is fundamentally transforming people and organizational development, influencing three key areas:
Dimensions of artificial intelligence in L&D
AI skill building AI empowerment AI-supported L&D processes
and learning solutions
7

Use of AI in L&D
Content
development
Curation of
learning paths
Adaptive and
individualized
content
Learning
chatbots
Learning
analytics
0 50
10 20 30 40
Where in your L&D department are you already
using AI? An analysis of the current state of AI use in L&D reveals that
it is mostly utilized for creation and curation of learning
content.
The possibilities for content creation are particularly
versatile.: AI can be used to support the creation of online
courses, e.g. for texts and images, and in some cases also for
videos and interactions. This enables faster and more
scalable content production.
However, for complex topics where nuances are crucial – such
as soft skills training – AI-supported content production is
often more effective than full automation. In that case, AI
can be used for specific subtasks:
Brainstorming and idea generation,
Summary of target group surveys,
Research and preparation of relevant content,
Optimization of texts for readability and
comprehensibility,
Design of quizzes or interactive exercises,
Translation of content into different languages.
This approach combines the efficiency and speed of AI with
the creative and contextual expertise of humans. The result is
high-quality and target group-specific content that meets the
requirements of modern L&D offerings.
Content creation and curation
8
49,1 %
17,6 %
14,8 %
11,1 %
10,2 %

Artificial intelligence facilitates the delivery of individualized and
adaptive learning opportunities that are dynamically tailored to learners'
needs based on data. By customizing content, learning paths, and speed,
AI ensures an optimal learning journey. AI can be used in several key
areas:
Skill-gap analysis: AI-supported tests or questionnaires can be used
to identify gaps in knowledge or skills and provide customized
content to address development needs.
Personalized recommendations: Based on individual learning
behavior, AI can suggest new content that corresponds to the
interests, goals and level of knowledge of the learner.
Adaptivity: Content and task difficulty can be adjusted to match
individual knowledge and learning preferences, avoiding over- or
under-challenging learners and boosting motivation.
Through these approaches, AI can help to increase both the efficiency
and effectiveness of learning programs. It enables a flexible and
motivating learning experience that is customized to the individual needs
of the learner.
Individualized learning solutions
9

Some providers are now integrating
AI chatbots into their learning
platforms. These chatbots act as
individual learning coaches that are
available 24/7 and can answer
comprehension questions, provide
feedback and positively influence
participants' motivation to learn
through personalized reminders.
Learning chatbots
10
However, only around 10 % of
organizations currently use such
chatbots. One of the reasons for this
is that, despite their advantages, they
are also associated with risks. As AI
chatbots are based on models such
as Natural Language Processing
(NLP), they lack a true understanding
of the content. Instead, they work
probabilistically, which can result in
errors and incorrect responses are
(still) a challenge.
Approximately one in ten
organizations uses AI in the context
of learning analytics. Here, AI offers
significant opportunities, particularly
through the efficient analysis of large
volumes of data – for example, from
learning management systems (LMS),
tests, surveys, and interactions on
digital platforms.
Learning analytics This can be used to gain insights into
learning behavior and derive specific
recommendations for action, for
example to optimize learning
opportunities or identify obstacles.
In summary, despite existing challenges,
artificial intelligence harbors enormous
potential for increasing effectiveness
and efficiency.

Self-directed learning (SDL) describes an approach in which
employees actively take responsibility for their learning
process. This includes identifying learning objectives, selecting
suitable learning methods, and resources as well as
independently reflecting on and evaluating their own learning
success.
This high degree of ownership over one’s own learning process
offers several advantages:
Highly relevant content: Learners can select specific topics
that are relevant to them and their role.
Increased motivation: Responsibility promotes intrinsic
motivation and can therefore increase commitment.
Efficiency: Less administrative management by the HR
department is required.
At the same time, self-directed learning places higher demands
on learners. SDL requires self-learning skills that often need to
be systematically developed, e.g. through targeted training or
coaching. More details on how to foster a self-learning culture
can be found in the next chapter on L&D challenges.
11
Self-directed learning
Top Trend 2

Skill-based learning, on the other hand, focusses on the targeted
development of specific, measurable skills for certain tasks or roles. In
contrast to broad-based competency models, the focus here is on the
development of clearly defined practical skills.
This approach offers organizations several advantages:
Clarity on existing skills: Skill mapping creates transparency about
employees' existing skills.
Identification of future skills: Organizations can identify which skills will
be required in the future.
Effective skills gap closure: Tailored training programs can address skill
gaps proactively, ideally even before they arise.
By combining self-directed and skill-based learning, organizations can create
a strategic learning framework that empowers employees to develop
independently while ensuring the organization remains future-ready. This
results in a learning system that supports both individual growth and long-
term organizational goals.
12
Skill-based learning
Top Trend 3

Almost half of the L&D experts surveyed named leadership skills as the most important topic for 2025. Managers have a decisive
influence on the success of the entire organization and the well-being of employees.
The demands placed on leaders are constantly increasing, particularly in the context of multiple crises and radical changes in the
way we work together. For this reason, the development of leadership skills is seen as the central L&D topic in the organizations
surveyed.
In addition to leadership, the focus is on soft skills such as communication and effective collaboration as well as digital skills in
order to prepare employees for the demands of a rapidly changing world of work. In contrast, the significance of training in
mental health has seen a slight decline compared to the previous year.
Leadership remains the most important topic
Focus topics 2025
Which topic has the highest priority in
your organization in 2025?
%
50
10
20
30
40
Leadership
skills
Soft skills Digital
competencies
Mental
health
Role-
specific
knowledge
Compulsory
training
43,0 %
25,2 %
20,6 %
5,6% 4,7 %
0,9 %
14

The central importance of leadership training is also reflected in troodi's
most frequently used learning programs. In 2024, programs in the area of
leadership were the most popular, followed by the topics of communication,
collaboration, diversity, and health.
Many of troodi's client organizations blend established leadership tools like
situational leadership and leadership conversations with new skills required
for modern leadership. These include learning programs on digital, agile,
and inclusive leadership, designed to meet the needs of a rapidly evolving
work environment.
Another emerging trend is the increasing demand for training programs on
lateral leadership, e.g. for agile people leads or project managers. These
target groups require specific skills in order to lead effectively and foster
collaboration without having direct authority.
The most frequently used leadership program in the troodi portfolio in 2024
was ‘Leading in times of change’. This shows that organizations are
focusing on preparing their leaders to guide employees and make sound
decisions during economically challenging times.
Leadership was the most frequently requested
topic at troodi in 2024
15

Focus topics at troodi
The most frequently used troodi learning programs in 2024
1
Effective communication
Category:
Communication
2
Leading in times of change
Category:
Leadership
3
Leadership conversations
Category:
Leadership
4
Good Boss – Confident and successful people leadership
Category:
Leadership
5
Developing winning teams
Category:
Collaboration
1
7
4
1
new
16
Fundamental communication models, transactional analysis, reflection
on own communication patterns
Managing change processes, understanding emotional reaction
patterns, dealing with resistance, fostering change resilience
Key conversation principles, structuring and managing conversations,
active listening, dealing with challenging conversation situations
Leadership styles and their advantages and disadvantages, analysis of
own leadership behavior, benefits and limits of situational leadership
Development phases of teams, systemic principles and team
dynamics, practical interventions for different situations

6
Giving and receiving feedback successfully
Category:
Communication
7
Digital Leadership – Leading hybrid and virtual teams
Category:
Leadership
8
Unconscious Bias – Raising awareness and reducing harm
Category:
Diversity
9
Resilience – Cultivating your inner strength
Category:
Health
10
Inclusive Leadership
Category:
Leadership
new
17
Rules for giving and receiving feedback, formal feedback
conversations, establishing a positive feedback and error culture
Leadership in a remote/hybrid setting, building and maintaining trust,
remote and hybrid leadership communication
Reflection of own prejudices, reduction of unconscious bias, addressing
discriminative behavior, measures to establish structural changes
Self-assessment of the seven pillars of resilience, practical
recommendations for action for all pillars
Mindset and skills of an inclusive leader, self-reflection, fostering
psychological safety, calling in and calling out, being an ally
5
new
6
2

In 2025, e-learning will remain the most frequently used
learning format, followed by blended learning and face-to-
face training. Digital learning offers an ideal basis for
implementing the most important L&D trends, such as AI-
supported and self-directed learning formats that
promote the acquisition of concrete and practice-relevant
skills.
Blended learning combines the strengths of digital
learning and live-training by integrating self-directed
learning with group-based social learning. This hybrid
format makes it possible to combine individual flexibility
with the advantages of collaborative and interactive social
learning methods.
A holistic people development strategy takes into account
a variety of learning formats, as each format has specific
advantages and disadvantages. The choice of suitable
formats should be carefully tailored to the respective
learning objectives, target groups and organizational
culture in order to achieve an optimal learning impact.
Find out more in our whitepaper ‘Hacking Digital
Learning’.
E-learning
Blended learning
Virtual live-training
Face-to-face training
Learning formats
Which learning format will be used most
frequently in your organization in
2025?
36,1 %
26,9 %
23,1 %
13,1 %
18

After AI, self-directed learning ranks as the second most
important trend in Learning & Development for 2025. At the
same time, the L&D experts we surveyed see the establishment
of a self-learning culture as currently the biggest challenge in
their field.
The survey shows that the learning culture in the organizations
surveyed is rated as moderately developed on average, with an
average score of 5.1 on a scale from 0 to 10. These results
make it clear that there is a need for action in order to
sustainably integrate self-directed learning into everyday
working life and the corporate culture.
Challenges
From your perspective, what will be the biggest
challenge for L&D in 2025?
0
%
10 20 30 40
Establishment of a (self-)learning culture
Ensure long-lasting impact of L&D measures
Lack of resources
Convince stakeholders of L&D measures
How far developed is the learning culture in your
organization?
%
30
10
20
No learning
culture
Fully established
learning culture
The self-learning culture is moderately developed
in the organizations surveyed, with an average
score of 5.1 on a scale of 0 to 10.
Establishment of a self-learning culture
35,2 %
25,9 %
25 %
13,9 %
20
0,9
%
3,7
%
5,6
%
9,3
%
15,7
%
23,1
%
16,7
%
4,6
%
3,7
%
16,7
%
0
%

Less than of
the participants have
already established a
holistic learning
culture strategy in
their organization.
5 %
Fostering a learning culture
The results of the trend survey show that more than half
of the organizations surveyed currently promote their
internal learning culture primarily through individual
measures. Less than a third have already implemented
structures and processes to further develop their learning
culture. Notably, less than 5 % of organizations consider
their approaches to be holistic.
Fostering self-learning culture: a
central task for L&D professionals
0 60
10 20 30 40
Not at all: There are few to no structures that promote
the development of a learning culture.
Through individual measures: Initial measures and
processes to foster a learning culture are in place.
Through established structures and processes: Employees
are regularly encouraged to engage in self-learning.
Managers and other relevant stakeholders are used as
multipliers.
Holistically: Learning is deeply rooted in the company
culture, employees are self-motivated and take
responsibility for their own learning. L&D acts as a
partner for the business.
How does your L&D department support the
learning culture in your organization?
%
50
7,4 %
4,6 %
21
These findings point out
that the promotion of a
comprehensive and
sustainable learning
culture is a key area of
action for L&D
professionals in 2025.
Learning culture
Challenge 1
56,5 %
31,5 %

Initiatives to foster a culture of self-learning
What measures do you use to promote self-directed learning among employees? (multiple choices possible)
A holistic approach to promoting the internal learning culture requires a combination of different initiatives. In the
organizations surveyed, the focus is particularly on raising awareness among leaders, the development of self-learning skills,
and providing the necessary learning infrastructure.
Raising awareness among leaders
Leaders must recognize the importance of learning for
the company's long-term success and leverage their role
to inspire their teams to engage in continuous learning.
Trainings/workshops to acquire learning
skills (“learning to learn”)
Targeted e-learnings, trainings, and workshops enabling
employees to learn independently and effectively.
Adequate learning infrastructure and learning
tools
Provision of suitable technology such as a modern
learning platform, user-generated content software and
other tools that facilitate self-directed learning.
Target group-specific curation of learning
content
Developing and delivering relevant content tailored to
the specific needs of target groups to provide learners
with focused support.
Design of social learning spaces (e.g.
hackathons or learning hubs)
Utilization of learning tandems, peer group sessions and
communities of practice as well as the creation of social
learning spaces.
Establishing internal role models for self-
directed learning
Supporting employees who model self-directed learning
to inspire others and actively reinforce the learning
culture, acting as internal 'learning influencers’.
51,9 %
49,1 %
46,3 %
32,4 %
21,3 %
19,4 %
22

Regular communication measures
and events on the importance of
professional development to foster
the importance of learning within the
organization and make it a core
element of the company culture.
Definition of learning time as part
of working time, introduction of an
individual learning budget, and
establishment of regular
development meetings between
employees and their managers.
Establishment of learning coaches
who support employees in self-
directed learning and promote
individual development. Setting up
mentoring programs to facilitate
internal knowledge transfer.
In addition to the measures mentioned in the survey, the following initiatives can be used to sustainably strengthen the
organizational learning culture:
Further initiatives
Internal communication and
events
Setting up guidelines, processes
and structures
Support through mentoring and
coaching
23

As in the previous year, measuring the impact of L&D initiatives
remains a key challenge for the target group surveyed. A sustainable
L&D strategy should not only focus on imparting knowledge in the
short term but, more importantly, on fostering the sustainable
integration of important skills and behaviors that deliver real value to
the organization.
However, proving the sustainability and effectiveness of L&D measures
is challenging. The desired outcomes are often difficult to quantify and
establishing clear causality between L&D measures and organizational
results is complex, as these results are usually influenced by multiple
factors.
A combination of different methods can provide a more robust
demonstration of the impact of L&D measures.
Measuring the impact of L&D initiatives
24
Challenge 2

The majority of the organizations surveyed measure the
effectiveness of their L&D measures primarily through
qualitative and quantitative self-report questionnaires
completed by participants directly after the training.
Although this method provides valuable insights into the
satisfaction of the participants, the validity of the
information about the impact of the training in terms of the
long-term effects to be achieved is limited.
Less than a third of the organizations use follow-up surveys
to check the long-term impact of measures or include peer
assessments of behavioral changes. Only around 13 % rely
on company KPI, such as productivity, error rates, or
employee satisfaction, for their evaluations.
These results highlight a third area of action for L&D in 2025:
evaluating the effectiveness of L&D measures should go
beyond self-reports. A holistic approach that incorporates
different perspectives and data sources makes it possible to
better demonstrate the actual impact of training measures
and make their long-term effect on the organization and
employees visible.
Effectiveness of L&D
How do you currently measure the
effectiveness of your L&D measures? (multiple
answers possible)
0
%
20 40 60 80
Feedback of participants (quantitative / qualitative)
Follow-up surveys on the usefulness of the acquired
knowledge
Completion rates
Assessment by peers
Many organizations limit their effectiveness
measurement to direct participant feedback.
70
10 30 50
Company KPIs (e.g. sick days, employee
retention, or turnover)
76,9 %
32,4 %
30,6 %
25,9 %
13 %
25

Multidimensional evaluation models as a holistic approach to ensure effectiveness
and sustainability
Multidimensional evaluation models such as the Kirkpatrick model1 provide a systematic method for evaluating L&D
interventions at different levels. The Kirkpatrick model comprises four levels:
The first level captures whether learners found the training relevant, engaging and
useful. Participants' self-reports are important but should not be the only source of
data.
This level records whether the knowledge has actually been acquired by the target
group. Tests, simulations and practical tasks can be used to assess the level of
understanding.
Whether the learners show a sustainable change in behavior in their day-to-day work is
checked at the third level. Assessment by peers or superiors is helpful here, e.g. through
360° feedback.
The fourth level measures changes in relevant KPI. Analyzing company-wide key data points
(e.g. turnover or sick days) is the most powerful proof of effectiveness, but changes are often
difficult to attribute to one single measure.
26
I. Reaction
II. Learning
III. Behavior
IV. Results
1 Kirkpatrick, D. L., & Kirkpatrick, J. D. (2016). Kirkpatrick's four levels of training evaluation. ATD Press.

Learning analytics is a promising
approach, especially in digital
learning, for understanding learning
behavior and evaluating the
effectiveness of measures. Among
other things, the following
quantitative data is used:
Completion rates
Learning time and active hours
Learning Analytics
27
Frequency of interactions with
learning content
Trending topics and preferences
regarding formats
This data enables a more precise
analysis and optimization of
measures. For example, the effect
of a communication campaign on
the increase in completion rates
can be tracked.
The Return on Learning Investment
(ROLI) evaluates the monetary
benefit of L&D measures in relation
to the costs. Investments, such as
those for e-learning courses, trainers,
materials or learning-time, are
compared with measurable results,
for example:
Return on Learning
Investment
Increases in revenue
Productivity gains
Time savings
Sick days
This approach quantifies the financial
added value and justifies the investments
in L&D initiatives to stakeholders. As
these KPIs are often influenced by many
factors, a comparison of the training
group with a control group is
recommended.

A strong proof of effectiveness combines qualitative approaches such as participant
feedback and 360-degree analyses with quantitative data from learning analytics
and company-wide KPI. This combination of several evaluation methods helps to
demonstrate the added value of training measures both for the organization as a
whole and for individual employees. Such proof has a direct impact on two other
key challenges for L&D professionals:
1. Convincing stakeholders: Conclusive evidence of the impact of L&D measures on
relevant corporate KPIs provides a strong argument for the importance and
strategic relevance of L&D.
2. Securing resources: A convincing proof of effectiveness facilitates the acquisition
of additional resources by justifying investments in people and organizational
development.
A holistic evaluation therefore not only helps to optimize the measures implemented
but also strengthens the position of L&D within the organization. By making its
contribution to the company's success demonstrable, L&D positions itself as a
strategic partner and an important factor for the future economic success of the
organization.
Valid proof of effectiveness as the key to convincing
stakeholders and securing resources
28
Challenges 3 & 4

Future Skills
for L&D
Professionals

Four future skills for L&D professionals were identified as most relevant in the survey. The targeted development of these skills
is an important factor in increasing the impact and internal relevance of L&D. It lays the foundation for transforming the L&D
department from a cost center into a strategic driver within the organization.
Four key competencies for the future of L&D
Future skills for L&D professionals
What do you think is the most important future skill for L&D professionals?
%
30
10
20
Consulting &
coaching skills
Commu-
nication
skills &
empathy
Skills in
dealing with
AI
Change &
project
manage-
ment
Data
literacy &
learning
analytics
Creative
thinking
Analytical
competence
Consulting skills,
communication,
mastering AI, and
change & project
management
skills are rated as
the most
important future
skills.
26,6 %
23,9 % 22,9 %
15,6 %
4,6 % 4,6 %
1,8 %
30

A key future skill for L&D professionals is the ability to
competently advise business units on the planning and
implementation of training initiatives and to coach leaders
in establishing a sustainable learning culture.
Strategic partnership with the business: L&D
professionals must increasingly fulfill their role as
strategic partners. It is no longer about simply
executing the business's requests. Instead, they should
Consulting and coaching skills • critically evaluate inquiries, analyze the underlying
needs, and collaborate with business units to develop
tailored learning solutions.
Proactivity: This change in role requires a more
proactive approach. Ideally, L&D teams can anticipate
learning needs within business units before they are
even explicitly articulated. At the same time, managers
must be actively supported in the implementation of
learning and development measures.
31

The ability to understand the needs of others and communicate in
a convincing, target-oriented way is a crucial skill for L&D
professionals.
Empathy and needs-orientation: L&D professionals interact with
diverse target groups, including senior management, executives,
and teams. Empathy forms the basis for aligning L&D offerings
with the expectations and requirements of the target groups
and thus maximizing acceptance and impact.
Communication as a key competence: Strong communication
skills are essential not only to develop high-quality L&D
solutions, but also to successfully communicate their added
value to the target group.
Stakeholder management: Effective communication with
stakeholders is crucial to convey the importance of training
measures and enhancing the role of L&D within the
organization.
Communication skills and empathy
32

Artificial intelligence is one of the most important trends in L&D
and offers numerous opportunities to develop more efficient and
effective learning solutions. Mastering this technology is therefore
a crucial future skill for L&D experts.
Use of AI in L&D processes and products: L&D professionals
can leverage AI for learning analytics, personalized learning
offerings, and automated content creation, among other
applications, to enhance the efficiency and scalability of their
initiatives.
Knowledge transfer and AI empowerment of employees : In
addition to using AI themselves, L&D professionals must
prepare employees to work with AI while addressing the
emotional aspects of the change process.
Balanced perspective and conscious use: For the responsible
use of AI, it is essential that L&D professionals are not only
aware of the opportunities, but also the risks and limitations of
the technology in order to use it ethically and sustainably.
Skills in dealing with AI
33

In a working world that is constantly changing due to technological innovations
and global changes, L&D professionals play a central role in supporting
organization-wide change processes.
Facilitating organizational change: L&D uses its change management skills
to support organizational change processes, for example in the form of up-
and reskilling campaigns.
Empowerment in change processes: L&D professionals help employees
develop the skills needed to proactively navigate changes and manage the
emotions associated with those transitions.
Learning culture transformation: L&D professionals are responsible for the
further development of the organizational learning culture, particularly by
fostering self-learning skills and creating collaborative, social learning
environments.
Change and project management
These four future skills enable L&D professionals to create innovative learning solutions for diverse target groups while
strategically supporting their organization through transformation processes. They blend technological expertise with
human interaction, strategic thinking, and change management competencies, laying the foundation for making the L&D
department future-ready.
34

The L&D Trend Report 2025 analyzes the key trends, challenges, and future skills in the Learning & Development sector. The
results reveal four key areas of action for L&D in 2025:
AI is seen as the most
important L&D trend in
2025 by almost half of
those surveyed, but most
organizations are still in
the early stages of
integrating AI into their
L&D strategy. A key task
for L&D in 2025 is to close
this gap and implement AI
strategically and
sustainably in internal
processes and learning
offers.
Many organizations have
so far relied on single
initiatives to promote a
culture of self-learning. A
strategic and holistic
approach that combines
various measures is
necessary in order to
successfully shape this
cultural change.
To prove the effectiveness
of L&D measures,
comprehensive data
collection is required that
goes beyond mere self-
reporting by participants.
Learning analytics and
company KPI should be
utilized to a greater extent
in order to enable data-
based decisions and make
valid statements about
effectiveness.
The four central future
skills of consulting
expertise, communication
skills, AI competencies and
change management skills
should be specifically
promoted in the internal
L&D team to be optimally
prepared for the future.
Integration of AI into the
L&D strategy
Fostering a self-learning
culture
Measuring the impact of
learning initiatives
Targeted development
of L&D Future Skills
Further development in these fields of action is necessary to play a central role in the transformation of organizations in the
future and secure a place for L&D at the decision-making table. The transformation from cost center to strategic player in the
organization requires a clear focus on the most important future trends, a solution-oriented approach to the identified
challenges and a targeted development of the future skills for L&D professionals.
36

Sample group
A total of 108 people took part in the troodi L&D Trend Survey 2025 in November and December 2024. The majority of the
survey group consisted of internal HR developers and L&D managers in Germany.
Internal HRD / L&D team
Other role
External trainer / coach /
consultant
Germany
International
What is your role? Which region do you work in?
37
13 %
68,5 %
18,5 %
91,7 %
8,3 %

Troodi supports organizations in the implementation of impactful people development measures to unlock the full potential of their
employees. We use digital learning programs, blended learning journeys, and live-trainings to develop the most important future skills
in employees and leaders. Our approach emphasizes practical relevance, utilizing interactive training methods led by experienced
experts. With more than five years of experience, we advise organizations on developing a learning culture and increasing the
effectiveness of their people development measures.
Our digital learning platform troodi grow offers more than 100 learning programs in German and English. The content can be
accessed via our platform or easily integrated into the company's own LMS via SCORM or xAPI. Our practice-oriented, engaging
programs regularly achieve completion rates of over 90%.
Blended learning journeys combine self-directed digital learning with interactive live-sessions, moderated by experienced trainers.
Through small group sizes, accompanying communication measures and social learning activities, we ensure a high level of
motivation among participants.
Our experienced consultants and trainers create customized live-training solutions and moderate workshops and team development
initiatives. We also offer 1:1 coaching sessions both virtually and in-person.
About troodi

Contact
hello@troodi.de
Schedule an appointment
www.troodi.de/en
troodi GmbH
Lichtstr. 25
50825 Cologne
Germany
troodi L&D Consulting & Training Team
37
Head of L&D Consulting & Training
Samuel Lopez
L&D Consultant & Trainer
Franziska Iwan
L&D Consultant & Trainer
Meike Ohm

Find out more on
www.troodi.de/en
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