Sector: Private Company

Employees: 420

The Challenge

When I joined the organisation, learning and development wasn't seen as a priority.

Training attendance was low, engagement with the Learning Management System (LMS) was minimal, and many employees viewed learning as something they had to complete rather than something that could genuinely help them grow.

To make matters worse, the existing LMS was unreliable. Learning completions weren't always being recorded correctly, which created frustration for employees and made it difficult to understand whether training requirements were being met.

Working closely with the HR Director, I was asked to help change that.

Rather than jumping straight into solutions, I wanted to understand what was really happening. Why weren't people engaging? What was getting in the way? What needed to change?

What I Did

I started by taking a step back and listening.

Through conversations with employees, managers and stakeholders across the business, I built up a picture of what was working, what wasn't, and where the biggest opportunities for improvement lay.

One of the first priorities was improving the LMS itself. Working collaboratively with the supplier, we addressed technical issues and improved the overall learner experience, helping to rebuild confidence in the platform.

The next step was creating more structure around learning and development. I developed a role-based Knowledge, Skills and Behaviours (KSB) framework that clearly set out the learning requirements for different roles across the organisation.

To make development part of everyday working life, I also redesigned the one-to-one review process so that learning and development became a regular part of conversations between managers and employees.

Just as importantly, I focused on securing buy-in from senior leaders. By introducing regular reporting to the Board, including the financial impact of missed training and non-attendance, learning and development became a business discussion rather than simply an HR activity.

The Difference It Made

Within six months, there was a noticeable shift in attitudes towards learning.

Training attendance improved, engagement increased, and employees began to see development as an investment in themselves rather than just another task to complete.

One of the most rewarding outcomes was seeing people actively seek out new learning opportunities. Requests for professional development increased, and employees began progressing into more senior roles within the business.

What had started as a project to improve compliance evolved into something much more meaningful: a culture where learning was valued and actively supported.

Looking Ahead

As engagement continued to grow, it became clear that the existing LMS could no longer support the organisation's ambitions.

Rather than making this decision in isolation, I involved employees throughout the selection process. Teams were invited to review demonstrations, test platforms and share feedback on what they wanted from a future learning solution.

This collaborative approach helped us select a platform that genuinely met the needs of both the business and its people.

Following implementation and integration with the HR system, the organisation successfully launched its new LMS and introduced a blended learning approach for the first time, combining digital learning with classroom-based development opportunities.

The transition was smooth, engagement remained high, and employees were enthusiastic about using the new platform.

Key Outcomes

• Created and embedded a structured learning and development framework
• Introduced role-based Knowledge, Skills and Behaviours (KSB) requirements
• Increased employee engagement with learning and development
• Secured leadership support and accountability for learning activities
• Led the selection and implementation of a new Learning Management System
• Integrated digital and classroom learning into a blended learning model
• Helped create a culture where learning became part of everyday business life

My Reflection

"The biggest lesson from this project was that people rarely resist learning. More often, they resist systems, processes or cultures that make learning difficult. By listening to employees, involving them in decisions and making development relevant to their roles, learning became something people wanted to do rather than something they felt they had to do."