The Evolution of L&D: qpeople’s top HR trends for 2025 (Part 1)

Over the last few years, HR has faced a series of significant and existential challenges, as companies continue to evolve in response to unfolding global events.

The reality is that many organisations are undergoing cultural transformation at the deepest foundational level – a process that is further cementing the role of HR as a strategic function at the heart of ambitious, forward-thinking businesses everywhere.

This evolution reflects the fluctuating nature of the post-pandemic world of work, where ambiguity rules. Widespread skills shortages, fast-moving technological advancements and greater social, political and economic uncertainties are creating problems that can only be tackled holistically.

Many of the issues that dominated last year’s trend list are still making headlines, such as the inexorable shift towards greater digital transformation and the battle to recruit and retain the right talent in a competitive global market.

The embedding of technology at the heart of business is accelerating change and offering fresh opportunities for innovation, but how can organisations optimise the benefits it presents and what does it mean for the future of learning and development?

Nurturing talent

Recruiting and retaining talent is a hot topic for businesses in every sector. Gartner’s Top 5 Priorities for HR Leaders in 2025 report suggests the majority of talent management leaders believe that the so-called ‘war on talent’ is escalating, rather than abating, with perma-vacancies becoming the norm. In fact, experts estimate that 85+ million jobs will potentially be unfilled globally by 2030, largely due to a skills shortage in the wake of mass digital transformation.

Savvy companies are rightly prioritising roles that deliver the biggest impact: those that are likely to drive the greatest business transformation. Nevertheless, as the best talent becomes harder to secure, employee retention will need to be a core element of every organisation’s talent strategy.

Korn Ferry’s latest Workforce Survey found that two-thirds of employees would be more likely to stick with their employer if they offered opportunities for advancement and upskilling – even those who hate their jobs. The flipside of the same coin – a lack of career prospects – is, perhaps unsurprisingly, one of the biggest reasons for quitting.

The days when companies could attract top talent by trailing a tempting employee value proposition (EVP) that didn’t quite live up to its promises, are over. In today’s climate, companies that ensure the employee experience maps into a coherent company culture – and that offer exciting career progression pathways supported by comprehensive L&D provision – will get the jump on competitors in the war on talent.

Unlocking the power of AI

The potential for AI in HR has been heavily hyped in the last few years. But there’s not much evidence of its widespread uptake to date.

According to the Lattice 2025 ‘State of People Strategy’ report, AI adoption has stalled. It seems that although teams’ intention to leverage AI in an HR context is growing, there’s little proof of practical implementation. Indeed, Lattice survey responses show that only 15 percent of teams have transitioned AI from concept to application.

Moreover, where HR teams are using AI, they’re generally sticking to more basic tasks such as writing job descriptions and employee handbooks, with far fewer using more advanced analytical capabilities like identifying career progression opportunities.

The same applies when it comes to L&D. Research from the CIPD in 2023 revealed that only 5 percent of respondents used AI to support learning and development. This may be because AI is viewed with suspicion, not least the fear of inherent biases and inaccurate attributions.

Thanks to its potential to deliver next-level personalisation, AI could be instrumental in reshaping the L&D landscape, long term. But, if it’s going to be a more useful ally in the L&D arena, the technology will need careful oversight, as well as the implementation of sound onboarding and upskilling strategies. HR will need to consider how AI could map into desired individual and corporate outcomes and whether it can be effectively integrated into existing learning platforms.

Embedding learning transfer

Even carefully targeted and tailored L&D provision only deliver impact when learning sticks—which means that embedding learning transfer is essential if you expect to achieve maximum ROI. This is especially important where companies are investing in leadership development programmes they hope will translate to real business value.

For learning transfer to occur, a number of conditions need to be met. Firstly, the training content must be directly relevant to learners' job roles and aligned with business objectives. Learners also need generous support from their managers and peers so they can apply their new-found skills in a responsive environment.

A series of coaching and follow-up sessions should be scheduled to reinforce learning, and it helps if there’s an infrastructure in place to measure and report on the impact of learning, using agreed performance metrics. Naturally, in those workplaces where L&D is viewed as an essential part of the organisational system and is closely aligned with broader performance initiatives, companies can expect to enjoy superior results.

At qpeople, we’ve worked with many businesses, nurturing non-management talent transitioning into leadership roles. In our experience, embedding learning transfer principles—through structured coaching, behavioural observation and validation, and rigorous ROI tracking—is the only way to ensure individuals and organisations achieve their goals*.

What’s next?

In Part Two of our 2025 HR Trends analysis, we'll look at whether leaders are equipped to lead change, why building a positive company culture is a shared, not a solo, endeavour and how flexible employers are in pole position to win the war on talent.

Meanwhile, if you’d like to learn more about how qpeople can help your organisation prepare for 2025’s challenges, please don’t hesitate to get in touch.

*Key outcomes have included: 96% participant satisfaction rating the programme as good or excellent; 85% achieving over 110% ROI, far surpassing initial projections; 96% success rate in behavioural application, validated by sponsor feedback.