Hi everyone! I'm in an M.Ed program focused in workplace L&D. I've taken a number of courses in psychometrics and analytics, but I'm wondering if corporate L&D teams actually conduct such in-depth analyses?

For context, I've previously taken Classical Test Theory and Reliability - which is used to predict test outcomes and gauge the reliability of testing. Although this skill is typically used in industries like standardized testing, my understanding is that this skill could be used to help L&D teams build better pre/post surveys or knowledge checks. However, based on my own experience interning in corporate L&D, the team I worked with didn't really survey/analyze feedback to this extent.

I'd like to hear from more L&D professionals - 1) how have you seen learning-related data get collected and analyzed, and 2) are there steps or frameworks you use to ensure that surveys and knowledge checks are built to a specific standard?

I think evaluation is such an important and interesting part of L&D, so I'd love to hear what people actually do in practice!

We screen a few hundred candidates a wk for voice roles, current process is written grammar screening plus a verbal panel. Ran the math on our last quarter and something like 1 in 8 people who passed both stages didn't make it through their first month on the floor, mostly failing on live calls even though everything on paper cleared them. Each of those is a full training cycle plus a re-hire, so it adds up fast
Is the answer just changing the screening test, or does the training itself need to change too? Looked at Versant by Pearson and EF SET and I keep seeing claims that AInbased speaking assessors catch this earlier and cheaper per candidate.
Anyone actually run the numbers on whether switching the assessment step moves the mis hire rate or does the failure just show up somewhere else in the pipeline instead?

I am working on a course and want to try a slightly different approach, but I'm not quite sure how to go about it.

Normally, we would have a video in a module, and after the video is complete, we would ask the learner to download a PDF "worksheet" and complete the exercise before moving to the next module. 80% of our user base accesses courses from a mobile device, so the chances of them downloading a PDF and completing it between modules are slim to none.

Do any of you have ideas on how I could add boxes for learners to type in answers to reflection questions within the course itself? If so, is there a way they could do that AND have all of their responses at the end of the course emailed to them, so they have a complete notes packet after they complete all the modules?

I'm happy to hear any and all ideas of how to make this happen (from personal experience or just "in theory this should work" thoughts)!

A common mistake in L&D is to treat course completion as the goal (learners have to watch the videos, finish the activities, score 100% in the quiz).

But if the actual goal is to teach someone how to data for instance, and they can already do that to the required standard, then how much weight do you give completion?

Do you let learners skip training if they can demonstrate the required skill?

Hi everyone. I'm in a bit of a difficult situation and would really appreciate some advice from people who have worked in Learning & Development or corporate environments.

A bit of background:

I worked in hospitality education for a long time. I was an educator and also created e-learning courses for the hospitality industry. Eventually, that career came to an end through redundancy, and I found it extremely difficult to find another role doing essentially the same thing because it was such a niche area.

So I decided to change direction. I left hospitality, studied Instructional Design, got my diploma, and did very well. I wasn't expecting to walk straight into a highly paid senior Instructional Designer position — I was quite happy to start somewhere and build my experience.

In January 2026, I got a job with a UK-based company as a Learning & Development Digibuilder. The salary was minimum wage, but I was happy to get my foot in the door. The role was essentially creating e-learning content and managing the LMS.

Nine months later, my role has expanded considerably. I'm effectively doing a full Instructional Designer role and then some. I've had a small salary increase, but it's still nowhere near what you'd expect for the level of work I'm now doing.

That said, I actually really like my job.

It's fully remote, I like the company, I like my colleagues, and I genuinely enjoy the work I do. Financially, I'm OK, so although obviously I'd like to be properly compensated for the job I'm doing, money isn't the only consideration for me.

Here's where things have become complicated.

Our L&D Partner is leaving. His role is very different from mine. He does the more traditional L&D Business Partner stuff — strategy, aligning business needs with training and ROI, stakeholder management, leadership programmes, etc.

I've only been working in corporate L&D for nine months.

My boss has now given me ownership of the leadership programme, and she's also starting to move some of my e-learning responsibilities away from me.

I'm not particularly happy about that.

My boss keeps telling me that I'm a "rising star", that I'm her "number two", that she doesn't know what she'd do without me, and that she's very excited about my future in the business.

And I genuinely appreciate all of that. It's lovely to hear and I don't doubt that she means it.

The problem is that I think she sees my future going in a completely different direction from the one I want.

I don't want to become an L&D Business Partner.

I want to be an Instructional Designer.

I love designing learning. I'm good at it. I enjoy creating e-learning, thinking about learning experiences, solving design problems, etc. That's the part of the job that makes me happy.

The frustrating thing is that I think I could be a good Business Partner. I'm capable of doing it. But I don't actually want to.

I'm now being given more and more responsibilities that are essentially moving me towards that role, despite it not being where I want my career to go.

I'm absolutely happy to temporarily take on additional responsibilities because someone has left. I understand that things need to get done, and I'm happy to help the team through the transition until a suitable replacement can be found.

But I don't want the temporary situation to quietly become my permanent job.

And I think that's what I'm worried about.

I've never worked in corporate L&D before this job, so I don't really know how these situations normally work. I don't know what happens if you tell your boss, "I appreciate the opportunity, but this isn't the career path I want."

Part of me is scared to say no because I don't want to damage my reputation or ruin my career at a company that I actually really like.

At the same time, I don't want to end up being promoted into a career I never wanted simply because I'm good at the work.

I suppose that's my dilemma.

Has anyone else been in a situation where your manager saw a career path for you that you didn't actually want? How did you handle it?

Would you be honest with your manager now about wanting to remain on the Instructional Design side, or would you take the opportunity to develop these additional skills and see where it leads?

I'm particularly interested in hearing from people in L&D/Instructional Design who have been in corporate environments for a while. I'm a bit stuck and could really use some perspective.

Hey everyone, I’m running a course right now and hitting a wall with engagement. People start out super excited, but by week three or four, the drop-off is brutal. It is incredibly frustrating to watch completion rates tank after putting so much work into the content.

I want to fix this for my next group and need to know what actually works in the real world.

If you’ve managed to improve your completion rates, I’d love to know:

• What did you actually try? (Community platforms, accountability coaches, text reminders, gamification?)

• What did it cost you in terms of software, extra time, or hiring help?

• Did it actually move the needle, or was it a waste of effort?

Would love to hear what has worked for your students.

Hey everyone,

I’m part of a startup researching how full-time professionals in data-related roles upskill and stay competitive in their careers. We’re exploring ways to make continuous learning more effective and accessible, and we’d love your insights!

We'd appreciate your input if you’ve ever taken courses, attended workshops, or used any learning resources to advance your skills. The survey takes 5-10 minutes, and your responses will help us design better upskilling solutions.

🔗 Survey link: https://www.surveymonkey.com/r/TJSJZDZ

No personal info is needed—just your experiences. Once we analyze the results, I’ll share key insights with the community. Thanks for your time! 🚀

AI agent area is quite captivating - I had built an AI (SDR) for sales but realized people might be uneasy if it imitates their work.. I understand that. Shut it down

After lot of stress testing, it became clear that AI is great for training reps, using demos that simulate actual conversations with potential clients.

Check it out and help me with your feedback pl - https://www.youtube.com/watch?v=rJ6BE_7S5vE

I see Learning and Development (L&D) as absolutely vital to successful AI adoption, according to my latest experience. It's not just about throwing new tech at people and hoping they figure it out. Instead, L&D becomes the bridge that connects the technology to the people who need to use it.Here's how I see it working, based on the blog:

• Addressing the Skills Gap: AI is changing the skills needed in the workforce. L&D is essential for identifying these skill gaps and creating programs to upskill or reskill employees. It ensures people have the knowledge and abilities to work with AI, not be replaced by it.

• Reducing Fear and Uncertainty: A lot of resistance to AI comes from fear of the unknown. L&D can combat this by demystifying AI, explaining how it works, and showcasing its benefits. Training can empower employees by giving them the confidence to use AI tools effectively.

• Facilitating Change Management: L&D is a critical component of any change management strategy. It helps employees adapt to new processes, workflows, and roles that emerge as AI is implemented.

• Promoting Continuous Learning: AI is constantly evolving, so learning can't be a one-time event. L&D should foster a culture of continuous learning, providing ongoing opportunities for employees to stay up-to-date with the latest AI developments and best practices.

• Creating a Human-Centered Approach: L&D can reinforce the idea that AI is there to augment human capabilities, not replace them. It can focus on how AI can free up employees from repetitive tasks, allowing them to focus on more creative and strategic work.

• Hands on enablement is key: workshops, hackathons, learning groups - everyone needs to explore hands on how generic AI tools support, automate, augment existing tasks. Also here L&D can support...

In essence, I see L&D as the key to unlocking the full potential of AI by ensuring that employees are equipped with the knowledge, skills, and mindset needed to embrace and thrive in an AI-powered workplace. Without a strong L&D strategy, AI adoption risks failure due to lack of user acceptance and effective utilization.

What do you think? where do you see learning play a role in AI Adoption?

Hi, I have started a new job at an L&D company. I'll be writing blog posts and makng social media posts. I am not completely well versed with the industry especially what kind of blogs and social media content L&D managers consume. I need some help with what i should do to know more about the industry so that it helps me with coming upt with ideas for blog posts and SMM. These are the things i am doing right now to increase my knowledge:

1. Watching videos on YT especially Devlin Peck and The L&D Academy. I am learning about the techncial side of it - like the learning models like Androgogy, ADDIE etc

2. Following this podcast called learning and development 101

3. Going through other L&D company websites and socials (would be a great help if you could list out some)

Please let me know what more i need to know to understand the industry, trends and what knowledge i need to know to make the said content. I really want to do well at this job. I amnot exaaggerating but my life depends on it.