Globally, the need for highly skilled tech workers is massive. According to World Economic Forum, 44% of workers’ skills will be disrupted in the next five years, and 60% of employees will require training before 2027. Added to this is a growing skills shortage as more companies embrace AI and other digital technologies.

In the U.S., companies will need to hire or create nearly 2 million new tech roles over the next five years to implement and maintain emerging technologies, while an additional 34 million people will be needed over the next five years in India. These are just two of the many countries that will see demand for tech talent.

This means a once-in-a-lifetime challenge and opportunity for leaders in 2025. As AI transforms the workforce, we have an opportunity to re-imagine a future where work is more human, opportunity is universal and we thrive with purpose. But we need to think differently about how we approach our corporate learning strategy, for the entire talent ecosystem.

In the past, corporate learning has followed a predictable pattern: onboarding, periodic e-learnings and mandatory compliance trainings. While important, it’s hard for learners to find time for these lengthy courses. The content is often generic and irrelevant. When learners don’t feel connected to the content, they will disengage and won’t retain the information. We need to address this with a reimagined learning strategy in 2025.

3 ways to build a centralized learning strategy

We have an opportunity to rewrite the playbook by shifting from static, time-bound learning to an agile, employee-centric experience that adapts to a person and their unique needs. Here’s how learning and development leaders can make it happen for employees, customers, partners and communities in the year ahead:

1. Streamline learning initiatives.

As technology changes at lightspeed, staying stagnant in learning and development means falling behind on innovation. In 2025, leaders will need to create a learning journey that’s continuous and provides people with new skills and knowledge to keep up with the speed of change. This requires building a learning experience around a unified profile that knows someone’s skills, experiences and aspirations and can connect these pieces to business needs.

It’s not just about creating more content. It’s about making it easier for learners to find what they need when they need it. Technology can help by curating content based on a learner’s role, experiences and goals.

We also need to create a global playground for learning that fosters and encourages experimentation and the development of uniquely human skills. Think of it as a sandbox environment in technology that allows people to beta-test new features. A playground for learning can offer a safe space for people to try new skills, explore, make mistakes and learn without the pressure of a performance evaluation.

2. Enhance employee engagement.

To keep learners engaged in 2025, we need to move from passive learning to active skilling that adapts to both individual and business needs. Think about streaming platforms like Netflix and Spotify. These platforms keep us coming back for more because they’re personalized and adapt to our interests and behaviors. Why can’t learning platforms and experiences be the same?

Whether a learner is onboarding, working on a project or developing a new skill, training should be tailored and delivered in the flow of their daily work. Imagine having access to just-in-time learning where the content you need finds you exactly when and where you need it. For example, right before a sales call, you receive a proactive recommendation for a course on the art of negotiation.

This approach is not only more efficient but also more impactful. By providing predictive, personalized and pertinent learning, organizations can increase engagement and retention while giving people the support they need to continue to grow. This is a shift from simply building a learning library to connecting learners with the right content at the right time. It’s about learning that works for an employee rather than an employee working for learning.

3. Measure success.

To adapt and optimize learning and development strategies for maximum impact, we need data-driven insights that assess the effectiveness of learning programs. We need to create a learning culture that is built on a foundation of open and honest feedback. This includes capturing feedback in the moment—as a learner is completing a task, receiving help, asking a question or finishing a training—as well as on an ongoing, annual basis, such as through pulse and employee voice surveys.

Doing so gives employees an opportunity to improve learning. It also helps leaders and people managers gain insight into their teams’ needs and opportunities for improvement.

Rather than viewing AI as a threat that eliminates jobs in the year ahead, we should see it as a powerful tool that augments and empowers individuals, increasing capacity so people can focus on meaningful work that drives the business forward. Quite simply, as AI creates new jobs and a need for upskilling, it also empowers leaders to give employees, partners, customers and communities access to personalized experiences that combine organizational needs with talent development.

If we want to maximize the potential of AI and technology, we need to create a safe space where people can be pushed outside of their comfort zone, try new things, test, fail and learn. In doing so, we’ll attract and develop the best talent, facilitate career advancement and drive workforce growth—ensuring that businesses and the broader ecosystem are equipped with the skills needed to win.

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