2018 workplace learning report: The rise and responsibility of talent development in the new labor market

In today’s dynamic world of work, the path to opportunity – for both individuals, and organizations – is changing. The short shelf life of skills and a tightening labor market are giving rise to a multitude of skill gaps. Businesses are fighting to stay ahead of the curve, trying to hold onto their best talent and struggling to fill key positions. Individuals are conscious of staying relevant in the age of automation. Enter the talent development function – the organizational leaders creating learning opportunities to enable employee growth and achievement. They have the ability to guide their organizations to success in tomorrow’s labor market, but they can’t do it alone. That’s why we surveyed approximately 4,000 professionals globally on LinkedIn with the goal of providing a holistic view of modern workplace learning. Our research shows that today’s talent developer is being asked to balance competing demands from executives, managers, and employees alike: They must play a critical role in shaping future workforce strategy, while delivering hyper-relevant content to support employee needs of today, and cater these vast efforts to a multi-generational workforce with varied learning preferences. To balance these competing demands, talent development leaders today are embracing the role of ‘relationship builder’ – cultivating the relationships that are the backbone of a learning culture that thrives in a workforce of constant change. Our research answers the talent developer’s most pressing questions: (1) How are savvy talent development leaders adapting to the pace of change in today’s dynamic world of work? (2) Why do employees demand learning and development resources, but don’t make the time to learn? (3) How do executives think about learning and development? (4) Are managers the missing link to successful learning programs?