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Like almost every other area of HR, L&D is facing change, especially technological change. What are the forces behind its evolution? Of course it's AI.
AI is challenging L&D professionals to realize their potential as strategists, but they also need to ensure that workers don't become overwhelmed by the transition, experts told HR Dive.
In addition, the introduction of AI has created a demand for employees who are not just comfortable with AI tools, leading to the development of new tools for conducting L&D.
We spoke to two HR leaders about their expectations for L&D modernization in 2026.
AI is creating demand for upskilling
AI is changing the way people work and has become a new HR priority for many organizations. Most L&D leaders are on board. In a recent study, Go1 surveyed more than 2,000 L&D professionals and found that 69% agree that AI can provide the most value when it comes to upskilling.
“L&D leaders are facing a once-in-a-generation challenge,” said Chris Eigeland, CEO of Go1. “AI has created the greatest need for upskilling and reskilling in my life and probably ever.”
The challenge is twofold, as these changes are both technological and cultural. As companies use AI, employees will need guidance on how to deal with those changes, changes that they may not be accustomed to. “Many people are balancing excitement with fear and uncertainty about how AI will fit into their daily roles,” Eigeland said.
Both concerns need to be addressed, starting with the recognition that L&D is a tool that can be used beyond the common understanding. Training must be job and individual specific. “When accountants can see how AI can spot errors in their income statements and save them 30 minutes, that’s when adoption is here to stay,” he said.
This also gives L&D leaders a strategic role. “Their job is to create the conditions for experimentation, guide leaders and teams through rapid change, and ensure that learning is a strategic tool rather than an afterthought,” he said.
Kara Ayers, senior vice president of global talent acquisition at Xplor Technologies, also recognizes this shift. “This role continues to evolve into a more strategic aspect of talent strategy, and we are really looking forward to the skills of the future, not just addressing current gaps,” she said.
New opportunities with new technology
AI also offers companies new ways to train their employees. It’s no longer just about seminars and modules.
One new technology that leverages AI is immersive learning, which “puts people in realistic situations,” such as virtual reality simulations, Ayers said. Xplor Technologies is looking at simulation for everything from leadership development to sales training. For example, in sales, employees can make pitches, demonstrate, and get feedback in the virtual world before doing their actual work.
This training method also makes it less intimidating for people to do something, she said. This does not mean that VR simulations can replace peer-to-peer learning, but virtual tools can be used in conjunction to help those who are initially resistant to peer-to-peer. Immersive learning also helps from a diversity and inclusion perspective, catering to different learning styles and “being able to adapt to their needs,” Ayers said.
Overall, AI is helping L&D leaders create different avenues for how to train people and provide opportunities where they are, whether through traditional learning and development methods, online courses, simulations, etc., he added.
Immersive learning is not new when it comes to training, but when it comes to learning and development, her company didn't have the ability to incorporate it. “It's going to be a game changer for us,” she said.
Eigeland said L&D can take a huge leap forward if employees can meet where they're most comfortable. But it takes effort, leadership, and strategy.
In the same study, Go1 found that 62% of organizations perceive a difference between planned and actual learner participation. We also found that learner behavior often misaligned with company expectations, as centralized programs may not be able to accommodate the diverse learning styles of employees.
People want different things too, with 49% of employees wanting more control over personalization and 44% of employees wanting more human interaction.
“One of the biggest opportunities is being able to tailor learning to the tasks that people actually perform,” he said. “Instead of extensive training that covers general concepts, employees receive guidance that connects directly to their roles and responsibilities.”
