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Opinion

The workplace is learning all the time, it just might not look like it is…

Carina Cortez, chief people officer (CPO) at Cornerstone OnDemand, discusses the evolving nature of workplace learning.

5 min read
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The workplace is learning all the time, it just might not look like it is…
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For a long time, organisations have treated learning as something which supports, but is separate to, day-to-day work: a course to complete, session to attend, or a programme to roll out. 

That model no longer reflects how people build skills and doesn’t meet the needs of the 78% of c-suite leaders who name learning as a top priority. 

Learning is already happening in the flow of work 

Our latest research into “invisible learning” points to a clear shift. Development is increasingly happening in the flow of work, rather than in formal settings. Think about a manager who completes training on difficult conversations. Two weeks later, they need to use it but, in that high pressure moment, the structured framework from the course is nowhere near the cognitive surface. The learning was visible. The capability was not. 

Invisible learning aims to close that gap, enabling support to appear exactly when it’s required. For example, a manager preparing to give feedback can access structured talking points on the spot. A sales rep can find guidance on handling a specific customer objection directly within their CRM. A new hire can follow step-by-step instructions while navigating a system for the first time. As learning becomes an organic part of daily tasks, the friction of stepping away from work disappears.

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Why traditional approaches are falling short 

This is where many organisations are struggling. While there is clear intent with budgets for L&D, outcomes are not keeping pace because the structure around employee development hasn’t moved with the investment. Around 63% of leaders say their workforce is not adaptable to change, and many employees still lack confidence in their ability to move into new roles. 

Traditional learning assumes that knowledge can be delivered in one setting and applied later in another. This can work, but it often doesn’t because work today moves too quickly for that model to keep up. Employees are under pressure to deliver, and learning that sits outside of work is harder to access in the ‘live’ moments that matter.

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AI is changing how capability is built 

Much of the conversation around AI focuses on what it might replace, but a more useful way to think about it is what it enables. And one of its forces for good is how it makes invisible learning possible at scale. 

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Employees can now search for answers in seconds instead of completing full courses. Systems can detect where someone is struggling and surface targeted support. In more advanced cases, AI can guide someone through a task as they complete it. 

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This is the difference between periodic training and continuous coaching. When learning happens during the work itself, capability builds faster and with more relevance; people are not just being told what to do, they’re applying it immediately to their real needs. 

That changes how confidence develops, and how quickly people can take on more complex work. 

What this means for HR and people leaders 

First, we need to broaden how we define learning. If development is happening in the flow of work, then we need to recognise it. Completion rates and hours delivered only tell part of the story. What matters more is how capability is growing in real roles. 

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Second, we need to reduce the distance between learning and execution. 

Employees should not need to leave their workflow to access support. The more development can be embedded into everyday tools, the more likely it is to be used. 

Third, we need to be more targeted. Not everyone in the same role needs the same development at the same time. Adaptive systems allow support to be shaped around how individuals are actually performing, rather than following a fixed path. 

Finally, managers remain critical. 

Even with the best technology in place, managers shape how work is assigned, how feedback is given, and where people are stretched. Organisations that succeed will equip managers to support development through everyday work, not just formal reviews. 

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Making learning count 

One of the biggest challenges in L&D has always been measurement, and it is harder to pin down for invisible learning – completion rates and course attendance show activity, but they do not show whether anything has actually changed.

What matters is what the learning delivers for the business.. 

When development is embedded into real work, organisations can start to track outcomes more directly. How quickly are people becoming effective in their roles? How often are teams resolving issues without escalation? Where are projects moving faster because capability is building in real time?

Internal mobility is a good example. When employees are able to step into new roles with confidence, organisations reduce the cost and time associated with external hiring. They also retain institutional knowledge that could otherwise walk out of the door.

Over time, these shifts add up. Faster time to competency, stronger retention, and more resilient teams that can adapt as demands change.

In this model, learning is no longer measured by participation. It is measured by its impact on performance, cost, and growth.

A shift that is already happening 

In many ways, there is more learning happening in the workplace than ever – it’s just happening in places that are harder to see. 

The organisations that move forward will not be those that simply invest more in training. They will be the ones that recognise where learning is already happening and acknowledge it. 

Carina Cortez is CPO at Cornerstone OnDemand

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