1、Workplace Learning Report 20241Workplace Learning Report2024Workplace Learning Report 20242 2IntroductionL&D powers the AI futureThe AI era is here,and leaders across learning and talent development have a new mandate:help people and organizations rise to opportunity with speed and impact.As AI resh

2、apes how people learn,work,and chart their careers,L&D sits at the center of organizational agility,delivering business innovation and critical skills.This report combines survey results,LinkedIn behavioral data,and wisdom from L&D pros around the globe to help you rewrite your playbook for the futu

3、re of work.Read on for data,advice,and bold ideas.Workplace Learning Report 2024ContentsThe state of L&D Chapter 14Skills agilityChapter 212How L&D succeedsChapter 324No one can build the future alone AcknowledgementsMethodology Conclusion353836BonusRecommended LinkedIn Learning Courses for 202434Wo

4、rkplace Learning Report 20243Workplace Learning Report 20244Chapter 1The state of L&D4Career development joins business impact on center stage.Workplace Learning Report 2024Workplace Learning Report 20245.Improving employee retention5Workplace Learning Report 2024In a world awake to AIs impact,skill

5、 building is no longer simply a perk for employees its a priority for organizational success.So its no surprise that aligning learning to business goals is L&Ds top focus area for the second year in a row.At the same time,a new priority demands attention.In a single year,helping employees develop th

6、eir careers climbed from No.9 on L&Ds priority list to No.4.This years research will take a deeper look at how career development drives business impact.Workplace Learning Report 2024Top 5 L&D focus areas for 20241.Aligning learning programs to business goals 2.Upskilling employees3.Creating a cultu

7、re of learning4.Helping employees develop their careers up from No.9 last yearWorkplace Learning Report 20246AI skills and career development fuel success.Moving forward,organizations will succeed by embracing growth as a virtuous cycle.Employee growth,through learning and career development,spurs c

8、ompany growth.Likewise,company growth,through business innovation,energizes people to stay and grow even more.The three data points on the left tell the story:People crave AI skills.Theyre motivated by career progress.Companies must embrace both AI skills and career development to energize and retai

9、n talent.Workplace Learning Report 20246*Source:2023 product research on how learners use LinkedIn Learning.90%of organizations are concerned about employee retention and providing learning opportunities is the No.1 retention strategy.4xLearners who set career goals engage with learning 4x more than

10、 those who dont set goals.*4 in 5people want to learn more about how to use AI in their profession.Workplace Learning Report 2024Global perspectives on AIWorkplace Learning Report 20247Workplace Learning Report 20247 7“In the age of AI,senior leaders must create more room at the executive table to a

11、lign talent strategy and business strategy its not something you simply hand off to HR.”Jennifer ShappleyVP,Talent at LinkedIn“As a talent leader,your impact can define tomorrows success.Will you simply adapt,or will you lead your organization into the future?”Dr.Terri HortonWork Futurist&Global Adv

12、isor at FuturePath,LLC“If a company invests in learning today,they will have more engaged and impactful employees ready to tackle tomorrows challenges.”Sara DionneVP,Learning&Development(CLO)at Comcast“The greatest things in history have come from disruption.I am excited to see how AI will challenge

13、 us to be more strategic,more creative and more innovative.”Naphtali BryantChief People&Culture Officer at Lucas Museum of Narrative ArtWorkplace Learning Report 2024Workplace Learning Report 20248“As AI shapes learning at work,its critical to balance technologys efficiency with the authenticity of

14、human-centric power skills.”Jenna AlexanderTalent Centre of Excellence(TCoE)Leader for Global Internal Talent Acquisition at Randstad“AI will change the skills needed to do the jobs of the future.Its up to us to create an environment of curiosity and inspire employees to operate with agility and a g

15、rowth mindset.”Ekpedeme“Pamay”BasseyChief Learning and Diversity Officer at Kraft Heinz“AI will be a paradigm shift for the world of work by both democratizing and individualizing learning and reaffirming employee growth as the ultimate goal.”Guillaume DelacourGlobal Head of People Development at AB

16、B“The future belongs to those who embrace change.We must guide employees to become lifelong learners,especially in AI skills,reducing their discomfort to nurture innovation.”Sophie WadeFounder,Workforce Innovation Specialist at Flexcel Network“AI will make learning more intelligent,personalized,and

17、flexible.”Li Juan ChengHuman Resources Director at Chint New EnergyWorkplace Learning Report 20249The C-suite wants to talk.The door to the C-suite keeps opening wider.Learning is critical in the age of AI,and L&D is well-positioned to lead important conversations about business impact.Likewise,comp

18、any leaders are aware that learning is a worthy investment.According to the LinkedIn Executive Confidence Index,in the next 6 months,9 out of 10 global executives plan to either increase or keep steady their investment in L&D,including upskilling and reskilling.45%50%55%60%202220232024 Percentage of

19、 learning pros who say L&D has a seat at the executive tableWorkplace Learning Report 20249+5 percentage points in 2 yearsL&Ds voice is growing.Workplace Learning Report 202410The business case for learning is clear.When its time to meet with executives,L&D pros can cite new LinkedIn research that d

20、emonstrates how learning drives desirable business outcomes.This analysis uses LinkedIn platform data to score companies on a learning culture index based on:size of L&D teamrate of employee skill developmentvolume of learning-related posts on the LinkedIn platformIt then assesses the companies perf

21、ormance on critical talent metrics.The findings are striking.Companies with strong learning cultures see higher rates of retention,more internal mobility,and a healthier management pipeline compared to those with smaller levels of commitment.Workplace Learning Report 202410030%20%10%40%60%50%Baselin

22、e learning cultureModeratelearning cultureStrong learning culture+27%+15%+8%+7%+23%+57%RetentionBusiness outcomes and learning cultureAnalysis scores companies on a learning culture index,then assesses rate of retention,internal mobility,and promotions to management.Internal mobilityPromotions to ma

23、nagement10Workplace Learning Report 202411Learning amplifies connection and purpose.Another talking point:learning is a secret sauce for camaraderie and meaning.As organizations continue to grapple with how best to engage dispersed and diverse teams,learning enhances peoples sense of connection and

24、significance in their work.In short,organizations that invest in learning will reap the reward of having people who are more invested in their organizations success.7 in 10people say learning improves their sense of connection to their organization.8 in 10people say learning adds purpose to their wo

25、rk.Workplace Learning Report 202411Workplace Learning Report 202412Chapter 2Skills agilityTo thrive in the AI era,companies must empower everyone to grow.Tomorrows success requires skills agility harnessing the right skills at the right time for the right work.To unlock skills agility for their orga

26、nizations,L&D pros must first let go of time-consuming tasks of the past like laboring over custom content and lengthy training sessions.AI holds great promise for personalization,allowing more individuals to chart their professional destinies.Likewise,career development and internal mobility progra

27、ms that align individual aspirations with organizational business priorities represent the path to accelerated progress.Lets look at whats helping organizations build nimble and adaptable skills at scale.Workplace Learning Report 202412Workplace Learning Report 2024Large-scale upskilling programs co

28、ntinue to lag.Before we examine whats accelerating skills agility,lets look at whats not adding speed.For the third year in a row,most weighty initiatives(expensive,one-size-fits-all programs that aim to reskill hundreds or thousands of employees at once)are still at the planning and activation stag

29、es.Each year,fewer than 5%have advanced far enough to measure success.The Harvard Business Review sums it up well:“Among companies that have embraced the reskilling challenge,only a handful have done so effectively,and even their efforts have been subscale and of limited impact.”In each year,4%to 5%

30、had not yet started their projects.30%20%10%40%60%50%Planning stage39%41%Activation stage52%50%Measurement stage5%4%0+2%+2%+2%+2%-2%-2%-2%-2%-1%-1%-1%-1%20242022 Workplace Learning Report 2024Few initiatives advance to the measurement stage.Percentage of organizations working at each stage to implem

31、ent large-scale programs from 2022 to 202413Workplace Learning Report 2024Recommended LinkedIn Learning Courses for 2024Career goals add speed to skill building.Increasingly,the best approach to skill building looks to be dynamic,efficient,and tailored to individual career motivations.Its no wonder

32、career development popped as a rising priority at the top of this report.And when individual career development aligns with a companys priorities,people and organizations build the critical,future-facing skills to navigate constant change.Workplace Learning Report 2024 Top reasons to spend more time

33、 learning in 2024If it helps me make progress towards my career goals1.If it helps me stay up-to-date in my2.If it is personalized for my interests and career goals3.If I have more time4.If it helps me achieve more balance in my life5.If it gives me extra job security6.If it helps me transition to a

34、 new job at my company7.If I feel less stressed and anxious8.14Workplace Learning Report 2024Workplace Learning Report 2024“Each employee has their own aspirations,experiences,and strengths.AI will enable more and more learners to tailor their learning and shape their careers.”Shruti BharadwajHead,T

35、alent,Learning&Culture at Airtel1515Workplace Learning Report 2024The right support spurs individual progress.This years research delves into the state of career development across the globe,finding that about 40%of organizations have mature career development initiatives meaning they invest in care

36、er programs that yield positive business results.Companies in this category prioritize learning(68%have online learning programs).They also offer programs that put individuals career goals front and center(leadership development,shared internal jobs,mentorship,individual career plans,and mobility).5

37、 key practices for career development 1.Leadership development programs2.Shared internal jobs3.Mentorship programs4.Individual career plans5.Internal mobility70%58%57%49%44%Workplace Learning Report 202416Workplace Learning Report 202417Gen Z wants to grow,even more than other generations.By nature,

38、younger workers start in entry-level jobs and are the hungriest for advancement.Companies that want to attract and engage Gen Z,the rising cohort of workers born after 1996,are wise to tap into the generations passion for progress.If theres any doubt about whether Gen Z wants to learn and grow,the n

39、umbers add clarity.Workplace Learning Report 202417Millennials,Gen X,Baby Boomers (born before 1996)Gen Z (born after 1996)37%53%Gen Z values learning for career progress.Percentage of Gen Z who agreed that“Through learning,I can explore potential career paths at my company”compared to other generat

40、ions+16 percentage points for Gen ZWorkplace Learning Report 2024Workplace Learning Report 2024“What works well for Gen Z works well for everyone.Employees all want to see how learning translates to something that matters to them.”Christopher LindVP,Chief Learning Officer at ChenMed 1818Workplace Le

41、arning Report 202419Coaching is popular.AI can expand its scale.Empowering people to build skills for career progress starts with a simple piece of advice:your future belongs to you.Re-enter AI.In the years ahead,AI will become more common as a coach,advisor,or problem-solving assistant.While AI-pow

42、ered coaching is not the only resource companies can tap into,it could be the answer to a problem thats dogged L&D pros how to provide personalized career development at scale.Workplace Learning Report 20241947%of companies are investing in career mentoring and coaching to boost employee retention.W

43、orkplace Learning Report 202420Internal mobility is a growing spark that requires fuel.Most learning leaders see the rising potential of internal mobility.Companies that encourage employees to explore and stretch into different internal roles reap higher retention rates,a more agile pool of workforc

44、e skills,and employees with deeper cross-functional knowledge.But many companies are still at the starting line,seeking the right cultural shifts to help employees overcome common barriers,such as bias in favor of external hiring and managers who hoard talent.One tip:dont get bogged down trying to b

45、uild the perfect internal mobility program.Brainstorm small steps your organization can take today.33%Only 1 in 5of organizations have internal mobility programs.employees has strong confidence in their ability to make an internal move.Workplace Learning Report 202420Workplace Learning Report 202421

46、Mobility takes a village and merits a dedicated leader.Because internal mobility is a newer goal for many,the question of where it sits in an organizations structure can be muddy.Does talent acquisition lead these efforts,or L&D,or another group?Two things are clear:Shared leadership is common.For m

47、ore than a third of organizations,internal mobility is shared between two or more roles and often includes the head of HR.Ownership frequently sits at the top of human resources.In almost half(48%)of organizations,the head of HR owns or co-owns responsibility for leading mobility.Workplace Learning

48、Report 202421#1#22148%28%27%25%17%Who leads internal mobility?Respondents could select more than one function.Head of human resourcesHead of talent management or talent developmentHead of L&DHead of talent acquisitionA dedicated leader focused solely on internal mobilityWorkplace Learning Report 202

49、422L&D can seize the day and lead the way.Lets revisit two of the focus areas at the top of the report.For organizations looking to align learning with business goals and help employees develop their careers,internal mobility stands out as an effective solution.L&D can help people and businesses ass

50、ess where skills are needed.Then they can equip people to move to new roles where their skills can grow and develop in sync with business needs the very definition of skills agility.Workplace Learning Report 202422of L&D pros say they can show business value by helping employees gain skills to move

51、into different internal roles.87%Workplace Learning Report 2024Workplace Learning Report 2024“L&D pros must help employees prioritize three things:skills for the job they do now;skills for the job they want tomorrow;and skills that will serve them for life.”Geraldine MurphyGlobal Learning Experience

52、 Manager at The Heineken Company23Workplace Learning Report 202424Chapter 3How L&D succeedsImpactful tactics and bold ideas inspire a brighter future.While learning leaders face daunting demands,it pays to cultivate a purposeful vision.Agile skills are the most valuable gift you can give to people,t

53、o your organization,and to yourself.Read on for actions to prioritize today and ideas to inspire tomorrow.Workplace Learning Report 202424Workplace Learning Report 202425Lean in to analytics.As shared at the top of the report,aligning learning programs to business strategies is L&Ds No.1 focus area

54、for the second year in a row.Its no surprise that L&D pros are cultivating their data literacy.Workplace Learning Report 202425Priority 154%more L&D pros list analytical skills on their LinkedIn profiles compared to a year ago.Workplace Learning Report 202426Build the right metrics.Aligning learning

55、 to business is still a new muscle for L&D pros.Many are still preoccupied with“vanity metrics,”such as employee satisfaction or the number of trainings delivered(regardless of efficacy).Success starts with small experiments to gauge progress on critical priorities.For those who do chart business ou

56、tcomes,productivity and performance are the most common objectives.Workplace Learning Report 20242626Performance reviewsHow L&D tracks business impactPercentage of L&D pros who measure specific business improvement tied to learning0%10%20%30%40%Priority 2Employee productivityEmployee retentionBusine

57、ss impacts(deals closed,customer satisfaction)Closing workforce skill gapsNew skills per learner36%34%31%30%27%16%Workplace Learning Report 202427Polish your human skills for the age of AI.Taking a deeper dive into skill trends,we see L&D pros adding a range of additional human skills(or soft skills

58、)to meet the demands and opportunities of the AI era.At the risk of stating the obvious,dont forget to prioritize your own learning.Workplace Learning Report 202427of L&D pros agree that human skills,or soft skills,are increasingly important.Priority 391%Interpersonal Skills+73%Presentation Skills+6

59、4%Problem Solving+57%People Management+57%27Year-over-year growth“Human skills”with the highest growth rates from October 2022 to October 2023 among L&D professionals globallySkills to help L&D succeed in 2024 Workplace Learning Report 202428Embrace the power of constant growth.As skills evolve to m

60、eet AI opportunities,learning and growth will be central to jobs.Increasingly,daily work will include microlearning(or even“nanolearning”)short bursts of instruction to help people make progress in small bites.Engaging,personalized,and flexible learning in the flow of work helps people solve specifi

61、c problems and invest in their futures without dropping a ball.Workplace Learning Report 202428of L&D teams plan to deploy microlearning programs in 2024.47%Priority 4Workplace Learning Report 202429Bold ideas“Many C-suite executives dont understand the real value of learning:they see it as just a b

62、enefit or nice-to-have.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 dont officially change our titles,we should think of ourselves as Chief Skills Officers,or Chief Upskilli

63、ng Officers,in charge of strategically building skills that will drive tangible outcomes for the business.”Amanda NolenCo-Founder at NilesNolenWhat if CLOs become Chief Skills Officers?“LinkedIn research shows that only 19%of employees are encouraged by their organizations to explore internal role c

64、hanges.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 organization.Imagine a future where not just manag

65、ers,but executives sponsor and model internal movement themselves.By unlocking doors for our in-house talent,theres no limit to the innovation that becomes possible for both our employees and our organizations.”Stephanie ConwaySenior Director,Talent Development at LinkedInWhat if companies incentivi

66、ze their leaders to export their talent?Workplace Learning Report 202430“Internal mobility is a great idea for individual companies,but what if we think even bigger?A cross-industry talent exchange program with temporary position swaps among employees with comparable functions and tenure levels woul

67、d accelerate skill-building for all.This initiative,spanning vendor-customer partnerships and collaborations across various sectors,introduces fresh perspectives,promotes an exchange of best practices,and enriches skill sets.Employees gain a deeper understanding of diverse business environments,cont

68、ributing to a dynamic,adaptable workforce.”Chris LouieHead of Talent Development at Thomson ReutersWhat if our talent rotations span across companies?“We need to demolish artificial silos between pipeline development,talent acquisition,learning,and workforce planning.Lets build one continuous talent

69、-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 hist

70、orically 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.”Cat WardVP,Employer Mobilization at Jobs for the FutureWhat if we blur the lines between education and work?“

71、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 organization.Finding ways to teach employees the skills and capabilities that can help them navigate their career

72、in a self-sustaining way,outside of formal learning moments,will unlock growth for them and growth for your organization.”Al DeaFounder at Edge of WorkWhat if we treat career navigation as a mission-critical skill set?Workplace Learning Report 2024Workplace Learning Report 202431“Were transitioning

73、from an era of one-size-fits-all learning to one where personalized learning is the norm.This transition propels the shift from traditional courses to dynamic learning resources.Human-driven professional development will focus on self-discovery and inner leadership facets,such as values and purpose,

74、while highlighting the significance of connection.AI will provide real-time guidance,offering insights for tasks like career discussions,strategy development,or marketing campaigns.”Geraldine MurphyGlobal Learning Experience Manager at The Heineken CompanyWhat if one-size-fits-all learning disappear

75、s?“Emotion is not important to learning.Emotion is learning.Our reactions to our experience determine what we store and form the basis from which we reconstruct a memory.Only what moves us,changes us.To say that emotion is important to learning is to say cognition is important to learning.Lets help

76、employees with the things they care about or move them to care about new things.These are the two ways we can help them.”Nick Shackleton-JonesCEO and Founder at Shackleton ConsultingWhat if we believe emotion is just as important as cognition?“The org chart has been the way we organize work for over

77、 100 years.What if,instead,we organized the people around the work?Knowing the skills that people have allows organizations to bring in-house talent in as advisors,leaders,or specialists with the skills that are exactly right for a project.With a skills-first mindset,organizations help employees dev

78、elop skills that are crucial to the organizations success and interesting and fulfilling to the employees themselves.Internal talent pools become much more adaptable,mobility increases,and there is a natural incentive to develop new skills.”Dani JohnsonCo-Founder&Principal Analyst at RedThread Resea

79、rchWhat if we make work about skills rather than roles?Workplace Learning Report 2024Workplace Learning Report 202432“AI-driven immersive learning will bridge the gap between theory and practice,allowing employees to learn concepts and apply them in an immersive,simulated environment.Some companies

80、have started creating“Experience Learning Worlds”(ELWs),like digital hospitals and cities,that allow learners to explore different industries in a simulated environment.AI will give learners challenges to solve and will give them feedback on how theyre doing,helping them learn new skills and even ge

81、t certifications and experience.This will change the way employees learn because it allows them to practice technical skills before they actually start working.”Manpreet Singh AhujaPartner,Chief Digital Officer at PwC IndiaWhat if everyone has access to AI-driven immersive learning?“Lets transform o

82、nboarding into a collaborative opportunity for employees,managers,and L&D pros to shape each jobs mission.Even individuals with the same title at the same organization seldom have identical responsibilities.L&D should collaborate with managers to identify employees skills,learning preferences,and go

83、als.During onboarding,L&D pros should ask employees and managers:What are the employees goals?What skills do you want to build,and how will these skills benefit our business?Then,build learning programs aligned with these desires.Starting with agreed-upon goals enhances the employees engagement and

84、motivation and helps ensure learning closes skill gaps.”Alex HalemHead of Learning,Mars Global Services at Mars,IncorporatedWhat if we make the first 30 days all about the employee?“The programs that learning and development pros provide,from onboarding to mentoring to specific upskilling,transcend

85、skill-building;they help employees align their learning with their growth at a company.At Mars,our associates are urged to own their careers and managers are empowered to drive both their own and their employees career development,creating the conditions for significant internal mobility.I believe i

86、ts critical for each employee to prioritize learning,no matter what their title is.”Dorna Ericksson ShafieiVP,Talent Management at Atlas CopcoWhat if learning becomes a core focus in every role?Workplace Learning Report 2024Workplace Learning Report 202433“Counterintuitive as it may seem in our fast

87、-paced,tech-driven world,it would benefit us all to embrace a profound truth:that embracing stillness can be more powerful than keeping pace with the relentless march of technology.This stillness isnt about idleness,but about creating a mental space where true clarity and innovative ideas can emerge

88、.Its a necessary respite in the constant noise a silent rebellion against the myth that to be productive,we must always be in motion.This is the unexpected rhythm of progress in the AI era:the power of pause.”Christopher LindVP,Chief Learning Officer at ChenMedWhat if instead of moving faster,we cho

89、ose to stay still?“In the future,everyone will have an AI-powered learning and development strategist to keep track of their career metrics and offer an at-a-glance dashboard reviewing how theyre doing at work,including engagement levels,mood,feedback,strengths and weaknesses,and contributions to th

90、e teams strategic priorities.AI strategists will advise on skills and experiences employees need to succeed by analyzing data from the most successful people in a company and formulate a customized menu of options for employees to enhance their learning and growth.”Crystal Lim-LangeCEO and Co-Founde

91、r at Forest WolfWhat if everyone has an AI-powered career dashboard?Workplace Learning Report 202434Recommended courses to succeed in 2024Analytics SkillsBy Jeff ToisterMeasuring Learning EffectivenessProblem SolvingBy Madecraft and Eric ZackrisonCritical Thinking and Problem SolvingInterpersonal Sk

92、illsBy Brenda Bailey-HughesCommunicating with Emotional IntelligencePeople ManagementBy Sara CanadayCoaching Skills for Leaders and ManagersPresentation SkillsBy Tony HarmerDesigning a PresentationWorkplace Learning Report 2024Workplace Learning Report 202435ConclusionNo one can build the future alo

93、ne.Learning at work is not merely a task but a dynamic trek that empowers people and organizations to unlock untapped potential.Likewise,building the future is also a journey one that need not be traveled alone.Workplace Learning Report 2024Contact sales to learn moreWorkplace Learning Report 202436

94、MethodologySurvey dataThe LinkedIn Learning 2024 Workplace Learning Report surveyed 1,636 L&D and HR professionals with L&D responsibilities who have some influence on budget decisions,and 1,063 learners.Surveyed geographies include:North America(United States,Canada);South America(Brazil);Asia-Paci

95、fic(Australia,New Zealand,India,Japan,Cambodia,Indonesia,Singapore,Malaysia,Myanmar,Philippines,Thailand,Hong Kong);and Europe(United Kingdom,Ireland,Belgium,Netherlands,Luxembourg,Norway,Finland,Sweden,Iceland,Denmark,France,Germany,Austria).LinkedIn Learning product researchThe insight that states

96、,“Learners who set career goals engage with learning 4x more than those who dont set goals”is based on studying a cohort of learners who initiated their LinkedIn Learning account between February 6 and February 10,2023.We tracked engagement of these learners for the following 3 months and compared t

97、he difference in engagement levels for time spent learning between learners who did vs.did not set a career goal.Workplace Learning Report 202436Workplace Learning Report 202437Fastest Growing Skills DataThis analysis looks at the Fastest Growing Skills among L&D professionals(globally)between Octob

98、er 6,2022,and October 6,2023.“Fastest Growing Skills”are the skills that have seen the largest year-over-year growth among L&D professionals specifically.One way to interpret these findings is to view fastest growing skills as the skills that are already important today the skills that many members

99、in a given population are developing and adding to their profiles.Impact of Learning CultureTo determine whether companies have a stronger or weaker learning culture,we calculated the deciles to which they belong to in each of the following categories and created a simple scoring index that assigned

100、 more points to companies demonstrating these components of learning culture,and fewer points to companies not demonstrating as many components of learning culture:LinkedIn platform insightsBehavioral insights for this report were derived from the billions of data points generated by the 900 million

101、 members in over 200 countries on LinkedIn today.Specific analyses:The outcomes are defined as follows:Internal mobility:All data reflects aggregated LinkedIn member activity as of August 2023.Weve defined internal mobility as any point at which an employee took a new position at the same company in

102、 the last 12 months ending August 2023.To calculate internal mobility rates,we included only companies with at least 100 transitions and calculated the median rate.Leadership promotions:We considered all internal promotions that occurred in the last 12 months by the company and calculated the percen

103、tage of leadership promotions that took place(i.e.member was promoted to a manager role or higher).Retention:the median amount of time that all current employees have been employed with their company.Skills development:the median number of skills employees added to their profile while they were empl

104、oyed in a position at the company in the last 12 months.L&D team size:identified 40+L&D occupations and the number of employees at each company in these occupations.Learning-related company posts:given the large volume of company posts,we used the Bernoulli method to extract random samplings of comp

105、any posts in the last 12 months and quantified the number of posts that mentioned learning,upskilling,and skills in English.MethodologyWorkplace Learning Report 202437Workplace Learning Report 202438AcknowledgementsThis report was informed by insightful contributions from learning leaders around the

106、 world,to whom we owe our sincere thanks,including:Jenna Alexander at RandstadEkpedeme“Pamay”Bassey at Kraft HeinzShruti Bharadwaj at AirtelNaphtali Bryant at Lucas Museum of Narrative ArtLi Juan Cheng at Chint New EnergyStephanie Conway at LinkedIn Al Dea at Edge of WorkGuillaume Delacour at ABBSar

107、a Dionne at ComcastDorna Eriksson Shafiei at Atlas CopcoStephanie Fitzpatrick at UnitedHealth GroupJustin Foster at RadianAlexandra Halem at MarsDr.Terri Horton at FuturePath,LLCDani Johnson at RedThread ResearchCrystal Lim-Lange at Forest WolfChristopher Lind at ChenMedChris Louie at Thomson Reuter

108、sGeraldine Murphy at The Heineken CompanyLori Niles-Hofmann at NilesNolenAmanda Nolen at NilesNolenNick Shackleton at Shackleton ConsultingJennifer Shappley at LinkedInManpreet Singh Ahuja at PwC IndiaSophie Wade at Flexcel NetworkCat Ward at Jobs for the FutureSurvey dataAlexander FossStephanie ScaliceMeng ZhaoLinkedIn platform insightsManas MohapatraCesar ZulaicaAdriana ZurbanoEditorial&productionAnne McSilverSonya Bessalel Carl BrinkerWorkplace Learning Report 202438Workplace Learning Report 202439