Dr. Gleb Tsipursky – The Office Whisperer
Nirit Cohen – WorkFutures
Angela Howard – Culture Expert
Drew Jones – Design & Innovation
Jonathan Price – CRE & Flex Expert
A growing number of companies are struggling to keep up with the pace of workforce change, as evolving job roles and emerging technologies push skill development to the top of the corporate agenda, according to Gallup’s latest report.
In the first quarter of 2025, 59% of Chief Human Resources Officers (CHROs) identified employee development as the area they find most challenging, according to recent research. That figure is up 16 percentage points from 2024, showing a widening gap between existing workforce capabilities and business needs.
Artificial intelligence, automation, and progressing digital systems continue to redefine job functions across industries. Labor market analytics firm Lightcast reports that 32% of the skills required for the average job changed between 2021 and 2024. The World Economic Forum projects that by 2030, 59% of the global workforce will need to learn new skills to meet changing demands.
Despite growing awareness, actual participation in development programs remains limited. In 2024, only 45% of U.S. employees reported taking part in any form of training for their current role. Among those seeking to move into new positions, just one in three strongly agreed they were well-prepared for the next step in their careers.
Development Pays Off
Gallup data shows a direct link between employee development and business performance. Doubling the number of employees who feel they have strong opportunities to learn and grow could lead to an 18% increase in profitability and a 14% improvement in productivity, according to the firm’s analysis.
Time Poses the Greatest Challenge
Time is cited as the most significant barrier to learning and development. A majority of CHROs (89%) say the main obstacle is the need to pull employees away from core job responsibilities. The view is shared by 37% of frontline managers and 41% of employees.
There is growing interest in integrating learning into the flow of work, rather than treating it as a separate or optional activity. Business leaders are exploring ways to provide training during paid hours and to embed learning within daily operations.
While time remains the top concern, other barriers present deeper risks. Employees who feel unsupported by their managers or lack access to meaningful opportunities are more likely to look elsewhere for growth. A supervisor perceived as an obstacle is one of the strongest indicators of potential turnover.
Nearly 40% of CHROs said lack of support from direct managers is a major hurdle to workforce development. In many cases, the issue stems from a lack of training for the managers themselves. Gallup reports that fewer than half of managers worldwide have received formal management education. Those who have are more likely to be engaged and to support the growth of their teams.
Mismatch Between Training and Business Needs
When asked which skills are most essential, CHROs and employees frequently cite leadership, management, and digital fluency. However, the most common training programs still focus on compliance, harassment prevention, and narrow job-specific skills. These areas do little to prepare employees for advancement or long-term business challenges.
The disconnect suggests an opportunity to shift investments toward leadership and technical development, with a focus on building workforce agility and readiness for future roles.
Employees Seek Growth Beyond the Workplace
Many employees are actively pursuing learning outside of formal workplace programs. In the past year, 58% reported taking part in at least one external development activity. These included technical courses (18%), certifications (15%), professional conferences (14%), and mentorship or continuing education programs (13%).
A New Model for Growth
Today’s workforce is looking for development that supports real career progress and connects to a larger sense of purpose. Business leaders are increasingly seeing the value of building comprehensive learning ecosystems that align with organizational goals.
Strategic development requires clear accountability from leaders, alignment across teams, and seamless integration into the rhythm of work. Companies that succeed in doing this are better positioned to retain top talent, adapt to market changes, and drive performance across the board.
As skill needs continue to change, organizations that place learning at the center of their culture will set the standard for long-term success.
