Workplace Learning Report

Bold idea: What if CLOs become Chief Skills Officers? 

Many C-suite executives don’t understand the value of learning for its own sake. When you talk to business leaders, their questions will instead revolve around business strategy, and how learning will help you get there. So even if Chief Learning Officers don’t officially change our titles, we should think of ourselves as Chief Skills Officers, or Chief Upskilling Officers, in charge of strategically building skills that will drive tangible outcomes for the business.

Bold idea: What if companies incentivize their leaders to export their talent?

LinkedIn research shows that only 19% of employees are encouraged by their organisations to explore internal role changes. What is often getting in the way is leaders’ fear of losing their top talent without the ability to backfill. Imagine a future where leaders are considered talent builders and they are rewarded for exporting talent to other departments in their organisation. Imagine a future where not just managers, but executives sponsor and model internal movement themselves. By unlocking doors for our in-house talent, there’s no limit to the innovation that becomes possible for both our employees and our organisations.

Bold idea: What if our talent rotations span across companies?

Internal mobility is a great idea for individual companies, but what if we think even bigger? A cross-company (or even cross-industry) talent exchange programme with temporary position swaps among employees with comparable functions and tenure levels would accelerate skill-building for all. This initiative, spanning vendor-customer partnerships and collaborations across various sectors, would introduce fresh perspectives, promote an exchange of best practices, and enrich skill sets. Employees would gain a deeper understanding of diverse business environments, contributing to a more dynamic, adaptable workforce.

Bold idea: What if we blur the lines between education and work? 

We need to demolish artificial silos between pipeline development, talent acquisition, learning, and workforce planning. Let’s build one continuous talent-curation cycle with human-centered, market-aligned pathways connecting middle school, high school, and post-secondary learners to quality jobs. Take United Airlines, who faced a pilot shortage; they created Aviate, a training academy with scholarships and hands-on learning intended to diversify their historically white male pilot pipeline. Corporations can — and should — build the talent they need. We all have the power to create something new if we can question and rebuild traditional structures.

Bold idea: What if we treat career navigation as a mission-critical skill set?

Leveraging relationships, identifying strengths and interests, and tapping into personal curiosity are all things that can help employees grow their careers — and fuel retention within your organisation. Finding ways to teach employees the skills and capabilities that can help them navigate their career in a self-sustaining way, outside of formal learning moments, will unlock growth for them and growth for your organisation.

Bold idea: What if we organise work around people, instead of organising people around work?

Instead of locking ourselves into rigid org charts, why not build a flexible people structure based on skills? Like an agency or consulting firm, organisations should bring in advisors, leaders, and contributors with the right skills for the project. Rather than climbing a ladder, careers become fluid and dynamic, and development takes on a whole new meaning. With this shift, skills determine opportunities, creating a more adaptable talent pool. Gig economies and internal talent marketplaces can reshape how L&D pros offer upskilling and guide professionals toward rewarding work.