This is a story talent leaders are well aware of — the charge to close skill gaps and retain employees in a changing business landscape. The L&D function has a significant role in the organization’s strategy when it comes to innovating methods for skills development. However, despite its critical role in leadership training, skills enhancement, and organizational growth, L&D can sometimes be undervalued or misunderstood. Since the pandemic shifted priorities for businesses, more and more organizations are relying on talent leaders to makeover the organization’s skills to align with the changing needs in a volatile environment.

In the current Future of Jobs Report (2023–2027), this global study outlined the workforce strategies CEOs said they were planning to adopt. It’s no surprise two of the top three items were areas managed by talent leaders: a) invest in learning and training on the job, and b) transition existing staff from declining to growing roles. With a charge to improve talent performance during uncertain times, can L&D use artificial intelligence (AI) to rebrand itself and make a positive impact?

Branding Problems for L&D

Improving talent performance and making an impact on the business requires a transparent way to measure and illustrate progress. Historically, learning leaders have been challenged with identifying how learning contributes to the bottom line. There are various ways to measure user engagement and learning outcomes. However, using a return-on-investment formula is a complex measurement for communicating the intangible value L&D provides. Return-on-investment (ROI) is a financial formula determining if an expenditure yielded a profit. When measuring the impact of learning, there are limitations associated with using ROI to assess learning outcomes, such as a time lag for benefits to manifest, changes in the organization or market conditions, and unquantifiable data for soft skills. Along with the pressure to demonstrate ROI, we find that a branding problem for L&D can manifest in additional ways:

1. Legacy Associations: L&D can sometimes be associated with time-consuming training methods that may not align with modern learning preferences. This legacy image can make it challenging for L&D to adapt and stay relevant.

2. Resistance to Change: Employees and managers might resist L&D initiatives if they perceive them disrupting their daily work routines. This resistance can stem from a need for more understanding of the value of L&D programs.

3. Budget Constraints: L&D departments often face budget constraints, limiting their ability to provide innovative and effective learning solutions. This can further perpetuate the perception that L&D is not a high-priority area.

As CEOs globally have identified talent development as part of their top workforce commitments for the future, this is a prime opportunity for L&D to rebuild its reputation. While companies are exploring strategies utilizing artificial intelligence, L&D can rebrand itself and become even more strategic for the future of work. With the perceived challenges for L&D, such as budget constraints and alignment to business objectives, among others, talent leaders have the critical task of guiding the skills transformation in the age of AI. While the use of artificial intelligence can aid in reshaping the role of talent development, L&D should be aware of the real challenges with using AI and the branding concerns that can accompany it. Because AI is a tool and not a magic wand, talent leaders must be realistic if they will realize the benefits of AI. The uses of AI must be balanced with the drawbacks, ensuring L&D is building a competitive advantage that dispels any negative perception. 

Drawbacks to Using AI in Learning

Before we discuss solutions that can improve some of L&D’s branding challenges, highlighting the implications of AI is imperative. Although talent leaders are looking to use AI for efficiencies, understanding the drawbacks and using the technology responsibly is critical to a successful approach.

• Bias and discrimination are significant concerns that experts have been warning us about. AI systems can inherit biases in the data used to train them, leading to biased decision-making in hiring, promotion, and performance evaluation.

• An over-reliance on AI for learning and development may lead to a decrease in specific human skills, such as critical thinking and problem-solving, which are naturally developed through human interaction.

• Privacy concerns in training and development may raise alarms, especially when it involves collecting and analyzing personal data.

• AI cannot understand and respond to human emotions, which can be crucial in certain aspects of training and development that require empathy and understanding.

Talent leaders must be aware of the inequalities inherent in algorithms, which may constrain the introduction and expansion of AI tools for training. While AI can revolutionize learning by personalizing content, improving access, and enhancing engagement, it also comes with risks that talent executives must carefully manage as they integrate AI into L&D programs.

Rebuilding L&D’s Brand

A learning strategy incorporating AI can target areas that provide employees with relevant skills AND generate a renewed interest in learning. With the use of a Responsible AI (RAI) program, talent leaders can deliver value for the organization and shape employee perceptions. RAI is essentially the governance for AI tools, and a foundational requirement for rebuilding L&D’s brand using this technology. Making a positive impact on the organization and improving L&D’s reputation can occur with an appropriate approach to using AI:

Legacy Associations — With learning in the flow of work, AI can modernize L&D by personalizing content, delivering microlearning, and using gamification to engage learners. This can help change the perception of L&D as outdated. In addition, leaders who utilize data-driven insights can also demonstrate the value of L&D through learner reward and recognition programs.

Resistance to Change — AI-powered learning platforms can be user-friendly, flexible, and accessible, making it easier for employees to embrace L&D initiatives. L&D professionals can leverage AI to design programs that align with the daily workflow, reducing resistance. AI-driven analytics can track and measure the effectiveness of L&D programs, providing real-time feedback. Learning leaders can use these insights to improve L&D initiatives and showcase their impact consistently.

Budget Constraints — AI can help optimize L&D spending by recommending cost-effective learning solutions, automating administrative tasks, and reducing the need for physical resources. This can enable talent leaders to make the most of their budgets. Further, AI-powered career development platforms can provide personalized guidance, job matching, and recommendations for skills enhancement, supporting internal mobility strategies and employee retention.

At the beginning of this article, the Pathfinders L&D team was tasked with developing skills for its new model and a question was raised: Can L&D use artificial intelligence to rebrand itself and make a positive impact? The answer is yes. Talent leaders can now leverage responsible AI to usher in a new era in learning. The charge to improve learning programs, provide more analytics for learning outcomes, and optimize budgets for efficiencies can be realized, resulting in a long-overdue rebrand for L&D. 

Originally published in HR Mag December 2023