Introduction
Table of Contents
Picture this: You head Learning & Development in your organization. Your inbox pings – the big new learning program is now open for registration. You scroll down, excited to see sign-up numbers, only to find a handful of names.
Your team has spent a month designing a training program on “AI at Work.” The modules are well-crafted, the facilitators are credible, and the content is timely. Yet, a week out from launch, sign-ups are low. Managers aren’t fully committed to nominating their team members, and some seem to be deprioritizing the program in favor of “urgent business tasks.”
Sound familiar? This is a reality for many L&D folk today. Despite efforts, learning initiatives often struggle to gain traction. But why?
Let’s look at a few stats from SHRM’s State of Workplace Learning report:
30% employees want training that is more relevant to their actual jobs
32% want to be sure what they are learning is current
55% of employees say they need additional training to perform better in their role
Source: State of the Workplace Learning and Development Executive Summary 2022
Here’s what it looks like on the ground: even a well-designed program can fall flat if it doesn’t feel directly relevant. For instance, a manager might see the program as unnecessary if they believe it does not solve an actual problem for the team or business. As a result, they may treat it as optional or a “nice-to-have.” Similarly, if targeted learners don’t clearly understand how the program outcomes connect to their role, performance goals, daily tasks, or career growth, they’re unlikely to enroll.
In short: The issue isn’t just the design. It’s the buy-in. And both matter equally.
Common Gaps in Learning Initiatives
As part of the L&D team, it’s essential to take ownership of outcomes by designing learner-centric programs, delivering them effectively, and measuring their real-world impact. Here are a few gaps to evaluate:
- Generic design: Is the flow, content, and activities learner-centric and aligned with real-world needs? Is it designed to offer hands-on practice?
- Misaligned incentives: Do managers see the program as a time drain or a performance booster?
- Lack of buy-in: Do the targeted audience see a clear “What’s in it for me?”
- Ineffective positioning: Has the program been pitched as a mandatory task rather than a development opportunity?
- Unmeasured impact: Are learning outcomes being tracked, clearly communicated to stakeholders, and tied to performance results?
Practical Solutions for L&D Leaders
Let’s face it – People don’t sign up for training. They sign up for outcomes. If it doesn’t solve a real problem, support a performance goal, or unlock an opportunity, it won’t make the calendar.
So what can you do? There’s a systematic way to build relevance, create buzz, and get people excited about learning.
Step 1: Co-Create with Stakeholders
Partner early with the right people to co-design program flows that address real needs and to choose engaging formats such as gamification, immersive experiences, or on-the-job projects that make learning stick.
Ask:
- Managers: What are the biggest pain points their teams face? What would make a program worth the time?
- Team members: What skills would help them work more efficiently or grow faster?
- Business leaders: What capabilities are critical for achieving this quarter’s goals? What metrics define success?
Even small inputs can help shape outcomes and content. And when stakeholders contribute, they become advocates.
Step 2: Craft Role-Specific WIIFM Messages
Once you know what your target audience cares about, tailor your messaging. Map every program to tangible, WIIFM-driven outcomes for each learner segment.
Avoid vague promises like “drive innovation.” Instead, focus on specific, personal outcomes.
- For managers: Help your team leverage AI to save time on routine tasks and reduce errors.
- For team members: Learn how to leverage AI to simplify your daily tasks and explore features that improve quality.
- For business leaders: This initiative supports the priority to expand AI capabilities, improving employee performance by XX%.
Step 3: Market the Program (and Outcomes) Like It’s a Product Launch
The success of a program often hinges on how it’s introduced. Leverage data and stories from past programs to personalize your pitch.
- Teasers: Drop curiosity-building data or pain points via Slack, Google Workspace, or team huddles.
- Leader endorsements: Ask business leaders or managers to share why the program matters. Short videos or internal newsletter shoutouts go a long way.
- Testimonials: Share real stories from past participants showcasing impact. “AI helped us streamline campaign reports and cut turnaround time by 40%.”
- Quick previews: Offer a mini-module, checklist, or insight from the course to give a quick taste of the value.
Make Learning Too Relevant to Ignore
When learners see how a program directly supports their goals, when managers believe it improves team performance, and when leaders know it aligns with strategic priorities, enrollment and engagement follow.
So before you launch your next program, ask yourself:
- Did we design this with the people who will use it?
- Can every stakeholder see the “what’s in it for me”?
- Are we marketing this like something worth their time?
If the answer is yes, you won’t just get more sign-ups, you’ll drive engagement and capability building. Because when learning feels relevant, people don’t need to be pushed. They lean in.
