Higher Education, 2025

Colleges and universities are constantly researching the latest trends in the workplace. For example, what's the best way to use artificial-intelligence tools in instructional design? How can instructors best integrate technology to create an effective digital learning environment? What are the benefits of train-the-trainer programs? Those and additional findings can offer a wide range of lessons for L&D leaders as well as insights from case study examples.

Increasingly, employees are seeking flexible work environments, presenting exciting opportunities for organizations to attract diverse thinkers and collaborators from new and different geographical regions. However, that also presents the challenge of leading and engaging remote and diverse teams. For those seeking to enhance their organizational leadership skills within a remote work environment, focusing on the following three priorities will make a significant difference.

Continuous Learning

Today's companies rely on asynchronous learning environments for employee onboarding and training on technology tools and collaborative platforms. But for leaders in virtual work environments, providing continuous learning opportunities is a proven opportunity to further engage employees and build trust. It also ensures employees have equal access to career advancement opportunities, regardless of role or location.

Offering or providing access to virtual mentorship and coaching, professional development, and more, is a powerful way to demonstrate your commitment to and investment in your employees.

Communication

When it comes to successfully leading a distributed team, clear and consistent communication is essential. Fortunately, there are a plethora of tools to support workplace communications across time zones and regions. Standard go-to tools include video conferencing, email, instant messaging, and collaborative platforms, all of which enable seamless information flow between team members. Many also offer the additional benefit of facilitating interpersonal interactions, whether in a group setting or one-on-one.

When open lines of communication are honored and deployed with regular touchpoints to check in, team members feel connected, heard, and valued.

Team Cohesion and Culture

Maintaining a cohesive team culture across a distributed work environment can be challenging for many organizational leaders. Rather than viewing it as a challenge, consider viewing it as an opportunity. Virtual coffee breaks, online games, recognition of personal and professional accomplishments, show and tell, etc., are all ways that can invite employees to engage on a deeper level. Of course, be mindful of each individual's comfort level in sharing out or being recognized in a group setting.

Across the board, setting expectations—and modeling them—can set up your team for success.

By shifting to an environment that respects boundaries, welcomes knowledge sharing, and offers opportunities for connection and growth, one can foster a positive work culture based on trust, respect, and inclusivity. For those seeking to enhance their leadership skills and develop strategies for the modern workplace, an advanced degree from a reputable graduate program may be the ideal choice.

gsehd.gwu.edu/dept-hol

In modern public organizations, sustaining both employee well-being and productivity remains an elusive but necessary goal. Six workplace norms form the foundation of trust and organizational effectiveness. When present, the norms create the causes and conditions for a healthy and productive workplace.

The Leadership Challenge

One of the most significant leadership challenges is maintaining consistency across the six workplace norms. Respect erodes when leaders set unrealistic expectations or neglect relationships. When employees feel expendable through job insecurity and unstable roles, engagement declines. A lack of transparent communication breeds distrust. Poor production systems create inefficiency. Ineffective management practices reduce confidence. Neglected work environments signal indifference.

The deterioration of those key workplace norms reflects on the credibility of leadership and eventually produces a workforce unwilling to invest their energy and attention.

Those breakdowns rarely happen in isolation. One failure often cascades into others. Uncoordinated leadership can cause confusion in production systems, reinforce a culture of secrecy, and diminish perceptions of employee worth. The resulting disconnection makes it difficult for leaders to garner support, even when attempting positive change.

How Leaders Counter These Challenges

Set respectful expectations. Align goals with actual resources and time. Respectful expectations challenge employees without overwhelming them, preventing burnout and sustaining engagement.

Express value and worth. Recognition should go beyond outcomes to include collaboration, effort, and incremental progress. Cross-departmental visibility helps employees feel their work is valued across the organization.

Prioritize transparent communication. Open dialogue fosters trust and enables employees to understand the why behind decisions, strengthening their commitment even in difficult times. Two-way dialogue reduces rumors, builds cohesion, and aligns teams with organizational goals.

Organize production effectively. Establish clear processes, priorities, and role clarity. A well-structured workflow prevents confusion, reduces inefficiencies, and helps employees feel secure in their contributions.

Create quality leadership practices. Develop practices—such as coaching, feedback, and goal setting—that show care for the success of others and build trust. Leaders at all levels must be credible and caring while balancing well-being with productivity.

Maintain physical and technical systems. Regularly repair and upgrade equipment, facilities, and tools. A cared-for environment reflects respect for employees and removes barriers to productivity.

Case Study

A state agency struggling with declining funding sources and morale issues applied the six workplace norms in a turnaround effort. Senior leaders began by hosting listening sessions to restore transparent communication and identify barriers to productivity. Employees were assured of their value and included in decisions around workflow redesign, enhancing their sense of worth and job security. Physical maintenance budgets were reprioritized, sending a visible signal that leadership cared. Most notably, the agency launched a cross-functional leadership development program to align expectations and improve decision-making coherence—including a top priority for securing new funding sources, which was made a shared leadership responsibility.

Over 18 months, survey results showed increased trust in leadership, reduced turnover, and improved collaboration. The agency secured new revenue sources by clearly articulating shared purpose and value of the agency and leveraging employee engagement as a strategic asset.

go.osu.edu/glenn-leadership-news

When Jenny, a director of L&D at a global tech firm, first integrated generative AI into her team's course design process, she expected instant innovation. Instead, what she got were lackluster learning objectives and uninspired activities. "The AI gave me something," she says, "but not what our learners needed."

It wasn't until Jenny and her team rethought their approach—focusing not on what AI could do, but on how they interacted with it—that the real transformation began. By sharpening their thinking skills, the team began producing more engaging content, personalized learning paths, and faster course iterations.

Jenny's experience illustrates a growing truth in L&D: The real power of AI doesn't lie in the tools themselves. It lies in the cognitive and creative strategies that learning leaders and their teams bring to the table. Mastering the right thinking skills can help L&D professionals to create more impactful, ethical, and learner-centered experiences.

1. Clear prompting: Designing better inputs for better learning. Well-crafted prompts are the backbone of effective AI use. In learning design, vague requests lead to generic modules. But structured, detailed prompts—aligned with learning goals and audience needs—yield outputs that are relevant, engaging, and on target.

2. Critical evaluation: Quality control for learning content. AI tools can produce impressive lesson plans, but not all are instructionally sound. L&D leaders must critically evaluate AI-generated content for accuracy, alignment with learning outcomes, and pedagogical quality. Trust, but verify.

3. Iterative refinement: Co-creating with AI. Using AI effectively in L&D is a conversation, not a transaction. Leaders should encourage teams to refine prompts and outputs through multiple rounds—treating AI as a creative partner, not a one-click solution.

4. Creative combination: Marrying instructional expertise with AI power. AI can generate content at scale, but instructional design expertise brings nuance, empathy, and learner understanding. Blending human creativity with AI's speed and range leads to innovative learning experiences that resonate.

5. Ethical awareness: Safeguarding learners and data. From bias in learning content to data privacy, L&D leaders must be vigilant. Ethical awareness means applying clear guidelines and critical oversight to ensure AI is used responsibly and inclusively.

6. Deconstruction: Structuring complex learning tasks. Breaking down intricate training objectives into smaller, manageable prompts allows AI to produce more accurate and usable outputs—ideal for building modular courses, microlearning sequences, or assessment banks.

7. Contextual understanding: Giving AI the bigger picture. When AI understands the organizational context—culture, learner profiles, and business goals—it delivers far more relevant results. L&D leaders should embed this context into their team's prompting practices.

The Strategic Advantage for L&D Leaders

Generative AI isn't here to take our place; it's here to help us think bigger. The real shift isn't about mastering another tool; it's about how we ask questions, create, and learn. When we get that part right, the technology stops feeling like a shortcut and starts feeling like a partner.

techtraining.lpages.co/technology-training-training-resources

Embedding real consulting projects with industry clients into graduate training and development programs bridges the gap between academic preparation and workforce expectations. This article shares lessons learned from implementing a fellowship project that connected students with real-world challenges, offering insights applicable to workplace learning leaders.

Closing Gaps With Real Work

Graduate programs in training and development have long grappled with the question: How can academic coursework better prepare students for the realities of the workforce? While theory, research, and instructional design frameworks remain essential, students often graduate without the practical experience that employers demand. A recent fellowship project tackled that challenge by embedding live consulting projects with real clients directly into the classroom.

The initiative paired graduate students with nonprofit and corporate partners to address authentic organizational training needs. The projects ranged from developing onboarding programs to creating sales training and even building AI literacy workshops. Each project required students to apply instructional design, evaluation, and facilitation skills while managing timelines, client expectations, and group dynamics.

The shift from hypothetical case studies to live client projects revealed several important lessons for both educators and workplace learning professionals.

Bridging the Academic-Industry Divide

One of the most significant outcomes was the reduction of the gap between what is taught in classrooms and what employers expect. Students reported that working with real clients gave them a deeper understanding of how theory translates into practice, especially when balancing organizational constraints such as budgets, culture, and competing priorities.

Developing Durable Skills

Beyond technical expertise, students built durable skills such as communication, teamwork, problem solving, and adaptability. Negotiating deliverables, handling client feedback, and presenting solutions to stakeholders created authentic opportunities to practice skills that are essential in today's workplaces.

Creating Value for Industry Partners

The projects also demonstrated the potential of higher education to contribute directly to workforce development. Industry partners benefited from fresh ideas and evidence-based solutions while providing students with meaningful experiences. For organizations facing resource limitations, partnering with academic programs proved to be a mutually beneficial model.

Lessons for Learning Leaders

For workplace learning leaders, the model underscores the importance of experiential learning in professional development. Just as graduate students benefit from engaging in real-world consulting, employees also grow when development programs move beyond abstract concepts and into practical application. Whether through action learning projects or partnerships with community organizations, embedding authentic work strengthens the connection between training and organizational impact.

A Path Forward

The fellowship project illustrates that bridging the gap between academia and industry requires intentional design and collaboration. By making the classroom a space where theory meets practice, graduate students enter the workforce more confident, skilled, and ready to contribute. At the same time, organizations gain from a pipeline of professionals who have already tested their abilities in real-world settings.

Ultimately, the lesson is clear: Learning sticks when it matters. When students and employees have the chance to solve genuine problems for real clients, development becomes not just an academic exercise but a preparation for meaningful work.

ced.ncsu.edu/graduate/programs/masters/training-and-development

We know that technology can transform teaching and learning but only when it is used effectively. Yet, many students believe that their instructors underutilize the significant array of digital tools available to them, while faculty often believe they are integrating technology effectively. That disconnect, or the technology perception gap, often leaves students feeling unsupported, disengaged, and disconnected from their learning experiences in online courses.

Still, bridging this gap isn't just about using technology for technology's sake. It's focused on creating learning environments where students feel engaged, supported, and empowered to succeed. When instructors leverage interactive tools in the intentional design of courses, students are more likely to participate actively, connect with the content, and retain what they learn.

Think of a time when you took an online course that felt fully engaging. Maybe it included interactive discussions, timely instructor and peer feedback, or adaptive learning paths that met you where you were in your current learning processes. If the instructor created an environment that encouraged curiosity and experimentation, you probably felt more motivated and invested in your learning. That is the power of thoughtful technology integration. It has the power to make students feel seen and supported while enhancing learning outcomes.

Effective technology integration doesn't mean including every single bell and whistle. Instead, integrating technology focuses on purposeful design. Learning analytics, feedback loops, and behavioral data enable instructors to identify what works for students and adjust approaches accordingly. Inclusive design is also key to ensuring all students, regardless of background or learning preference, have equitable access to the tools and experiences that support learning.

There are several practical ways to create a high-performance digital learning environment:

• Address students by name in discussions and feedback.

• Make engagement and active participation explicit expectations for the course.

• Model curiosity by exploring new tools or approaches alongside students.

• Provide personalized feedback through video or written responses to make students feel seen and valued.

Effective online courses integrate technology and foster engagement, creating a sense of agency and motivation for students. Those courses help to improve retention and satisfaction while challenging students to apply what they have learned in new and meaningful ways. Thoughtful technology use shapes a culture of active learning, intellectual growth, and achievement, paving the way for better outcomes across the institution.

Technology alone doesn't create high-performing courses. However, when combined with intentional design, ongoing feedback, and inclusive practices, technology can bridge the perception gap and create an environment where students feel supported, engaged, and inspired to succeed.

thechicagoschool.edu

From advancements in AI to welcoming new generations to the workforce, the modern workplace changes every day. For professionals and organizations, the challenge is no longer keeping up—it's continuously adapting. Increasingly, industry leaders are turning to higher education partners to address that challenge. If there's one thing those leaders know, it's that investing in themselves—and in their people—is never a bad decision.

However, many organizations struggle to find a learning partner that understands their unique organizational needs. Increasingly, companies are turning to business schools with a diverse portfolio of proven results. For example, the executive education team at the University of Georgia Terry College of Business has partnered with companies public and private, local and global, Fortune 500 and startup.

Executive education programs leverage the expertise of top business faculty to address real-world needs. Open-enrollment programs such as Lean Six Sigma, project management, and executive leadership development give individuals ways to sharpen specific skills, step outside of daily norms, and learn new perspectives for immediate implementation. For team-based efforts, custom education programs have gained traction. Built in collaboration with company leadership to address specific challenges, custom programming combines faculty expertise with practical application and insight.

Graduate business programs also promote sustainable, long-term career growth. Business schools have adapted to the needs of busy professionals, offering varied paths to earn an MBA while emphasizing the importance of networking as a vital part of the experience. Programs prioritizing tight-knit cohorts cultivate lasting, mutually beneficial relationships.

Yet a diverse workforce requires multiple learning formats. While some leaders thrive in immersive, in-person environments, others may prefer hybrid or online learning. Flexible formats enable professionals to pursue growth while maintaining personal responsibilities. The Terry College of Business offers in-person and online MBA options, with professional and executive MBA programs for those further along in their careers.

Ultimately, while such programs are a personal investment, the organization also sees strong returns. Leaders who feel valued by their companies reward that investment with loyalty, effort, and performance.

Whether through executive education or graduate programs, leaders must continue to learn to advance. By partnering with industry-fluent business school faculty, organizations can address specific needs and hone their competitive edge. In a landscape defined by constant change, companies prioritizing learning are best positioned to adapt and excel.

Ready to streamline your talent development strategy? Learn more about the Terry College of Business and its MBA and Executive Education programs.

terry.uga.edu/employee-professional-development

Train-the-trainer (TTT) programs have become a crucial strategy in addressing the challenges posed by the rapid pace of technological advancement and the increasing talent shortages. TTT programs are designed to equip a select group of subject matter experts with the skills needed to become effective instructors. That approach provides a significant advantage because internally developed trainers can create learning content aligned with the organization's proprietary systems, unique processes, and specific culture. Investing in TTT programs enables organizations to build self-sustaining capacity for knowledge transfer, fostering agility in a constantly changing business environment.

In public sector agencies with geographically distributed operations, a decentralized workforce, and a recurrent need for retraining due to regulatory mandates, the TTT model becomes imperative to ensure standardization, knowledge transfer, and expertise development. A powerful example is the Federal Emergency Management Agency (FEMA) Basic Academy TTT, a rigorous program designed to produce a qualified cadre of instructors for the emergency management profession. The program's effectiveness is rooted in strict prerequisites, including trainees with a minimum of five years of experience in emergency management and a demonstrated knowledge of foundations through previously completed courses. The course is practical, featuring teach-backs, where trainees demonstrate their mastery of the curriculum by teaching it to their peers.

Recent research conducted by the Workforce Development and Research Lab at the University of Minnesota mapped best practices in public sector TTT programs that are valuable to any organization:

Align training with strategic workforce development goals. Effective TTT programs are not isolated initiatives but are integral to the organization's mission and its workforce development strategy.

Institutionalize TTT as a core capability. The TTT model should be viewed as a strategic, long-term investment in institutional knowledge. By making it a core capability and key element of their workforce development strategy, organizations can build a resilient, responsive training system meeting evolving business needs.

Emphasize trainers' expertise. Instructor selection should prioritize active practitioners with deep subject matter knowledge, ensuring the training is grounded in real-world application.

Build the program on a strong foundation and provide practical tools and guidance. Incorporate principles of andragogy and experiential learning to help trainers understand how adults learn best. Supply ready-to-use templates to save time and maintain consistency, while giving clear guidance on where customization is permitted. Provide facilitator guides and checklists to help trainers structure sessions. Offer learning tools that promote evaluation and engagement, such as knowledge-check quizzes, crossword puzzles, or other interactive assessments.

Embed continuous improvement and evaluation loops. Integrate a comprehensive evaluation framework that measures success beyond participant satisfaction. By collecting and analyzing metrics such as knowledge retention and transfer, and broader workforce performance data, organizations can ensure continuous improvement and link training effectiveness to tangible organizational performance indicators.

Ultimately, investing in the development of your internal talent and learning teams—including sponsoring educational initiatives that enhance their competencies in key areas, such as strategies for teaching adults, instructional design for e-learning, and evaluation strategies—can empower them to develop effective TTT programs.

olpd.umn.edu/human-resource-development

Organizations today are operating in an environment defined by disruption—technological advances, shifting workforce expectations, and pressure to innovate faster than competitors. In that climate, talent development cannot remain a stand-alone HR function. To succeed, it must be embedded directly into strategic planning, serving as a driver of long-term growth and resilience.

Why Embedding TD Matters

When TD is integrated into strategy, learning initiatives go beyond traditional training programs. They become purposeful, measurable investments tied directly to organizational objectives. Consider a company pursuing digital transformation: Reskilling employees in data analytics, AI, or cloud-based tools isn't just a learning project—it's a strategic imperative.

That requires TD leaders who can speak the language of business, align programs with measurable outcomes, and demonstrate the return on investment. Without that integration, organizations risk pouring resources into disconnected initiatives that fail to deliver meaningful impact.

Collaboration and Accountability

Embedding TD also depends on cross-functional collaboration. Strategic priorities rarely live in one department, so neither should learning. For example, a global expansion strategy may require cultural competency for sales, agile practices for product teams, and compliance training for operations. When TD leaders partner across functions, they ensure skill development supports the entire enterprise.

To keep initiatives aligned, many organizations now use governance structures—formal bodies that evaluate and prioritize learning programs. Oversight like that:

• Prevents duplication of efforts

• Ensures accountability across functions

• Keeps learning initiatives responsive to evolving business needs

Data-Driven Results

Equally important is the ability to use data-driven insights. Participation rates and satisfaction surveys are no longer enough; organizations demand evidence that learning drives performance. By linking outcomes such as retention, productivity, and innovation to strategic initiatives, TD leaders position learning as an essential business lever rather than a cost center.

Future Leaders, Prepare to Step Up

Professionals who aspire to lead this shift need expertise in systems thinking, organizational change, and leadership—skills that bridge the gap between people strategy and business outcomes.

Penn State's online Master of Professional Studies in Organization Development and Change equips professionals with those capabilities. The program emphasizes:

• Embedding talent development into organizational strategy

• Guiding complex change initiatives across functions

• Using systems thinking to connect people, processes, and outcomes

• Demonstrating measurable impact through data-driven evaluation

The fully online program is designed for working professionals who want to expand their influence without pausing their careers.

The Takeaway

The future of TD will be shaped by leaders who can embed learning into the heart of strategy. For professionals ready to step into that role, now is the time to invest in the knowledge and tools needed to lead. By aligning their own growth with advanced graduate study, they can become the change agents organizations urgently need.

worldcampus.psu.edu/strategic-td