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Mike Faber is the director of learning and development at Fivetran, a company based in Oakland, California, that automates data integration from source to destination, making data instantly accessible and easy to analyze. Mike can be reached at Mike.Faber@fivetran.com.

Mike Faber

This post explores five learning trends in 2021 with the leaders at Zoom, Asana, Fivetran, Intercom, and The People Piece.

The Future of L&D: 5 Learning Trends for 2021

The next time someone labels soft skills as somehow less-than-critical to mission success, gently guide them to rebrand them as professional life skills.

5 Professional Life Skills Every TD Professional Needs

Why do people stay?Talent and development leaders are asking this question with increasing urgency. Traditional incentives—like salary, benefits, and job security—aren’t enough to retain top talent in a workplace transformed by flexibility, rising expectations, and shifting values.What’s emerging in their place is something both timeless and timely: growth.Employees are staying where they feel supported, challenged, and continuously developed. In short, training is becoming one of the most effective retention strategies available today.The Promise of GrowthEmployees are more likely to remain with organizations that invest in their futures. When individuals see clear pathways to develop their skills and advance their careers, they’re not just more engaged; they’re more loyal.In fact, according to a recent Gallup and Workhuman report, 60 percent of employees upskill to perform their current job more effectively, and 51 percent view skill development as an opportunity for personal growth. Strikingly, only 4 percent learn new skills specifically to switch jobs. These numbers reveal a powerful insight: most employees don’t want to leave—they want to learn. When organizations create space for meaningful development, they tap into that desire and foster lasting commitment in return.Learning has evolved from a benefit into a message. One that says: We see your potential, and we’re ready to invest in it.From One-Off to Always-OnThe concept of training as a perk, as something that happens once a quarter or once a year, is quickly becoming outdated. Today’s workforce expects more: on-demand access, customized learning paths, and real alignment between training and real-world impact.Learning shouldn’t feel like a detour from work. It should feel like a natural extension of it.This is where modern educational technology has transformed what’s possible. Learning management systems (LMS) and other edtech platforms now allow organizations to deliver scalable, accessible, and personalized learning experiences that reach people wherever they are—physically and professionally.It’s not about checking boxes. It’s about creating momentum.Training as a Culture BuilderMore than a tool for skill-building, training reinforces organizational culture.When learning is prioritized, it signals that development is a shared value. When it’s celebrated, it becomes contagious. People begin to talk about what they’re learning, share insights with colleagues, and contribute more meaningfully to their teams.This culture of learning supports individual growth and anchors retention. It makes employees feel seen, supported, and part of something purposeful.Reframing the ROIToo often, training is viewed as a cost rather than a contributor to retention. But the economics tell a different story.Replacing a single employee can cost up to twice their annual salary when accounting for recruitment, onboarding, and lost productivity. The human costs—team disruption, institutional knowledge loss, and lowered morale—can be just as significant.Investing in learning helps retain talent, yes. But it also builds organizational agility, deepens leadership pipelines, and enhances performance across the board.Seen through this lens, training isn’t a cost center. It’s a retention engine.Building a Retention-Driven Learning StrategyFor talent leaders looking to make learning their edge in retention, here are a few strategic actions to consider:Start by listening. Ask your workforce what skills they want to develop and why. Then, co-create pathways that reflect their goals and your strategic priorities.Make growth visible. Link learning to advancement opportunities, internal promotions, and project ownership. Show that it leads somewhere.Empower people managers. Provide them with tools and support to guide career conversations and champion learning within their teams.Use data with depth. Go beyond course completions to track engagement, application, and movement. Identify what’s working and iterate.Foster a culture of sharing. Encourage employees to teach others, present insights, and take pride in their development.These actions create momentum—and momentum builds commitment.Where Learning Leads, Retention FollowsPeople stay where they grow. They stay where learning is valued, their development is prioritized, and their aspirations are taken seriously. When woven into the fabric of the employee experience, training doesn’t just build skills. It builds trust. And in today’s competitive talent landscape, trust may be your most valuable asset.

Training Is the New Retention Strategy 

Make the connection

Anne Baber is co-founder of Contacts Count LLC, and a nationally known expert on building business relationships. She presents keynotes, workshops, and customized training programs for professional services firms, corporations, associations, and government agencies. Anne is co-author, with Lynne Waymon, of a dozen books, tapes, and networking and career aids. Their most recent book is Make Your Contacts Count.

Anne Baber

RK Prasad offers some tips to make onboarding programs more sustainable, scalable, cost effective, and easily deployable.

Handy Tips for Sustainable Onboarding

When senior leaders confront a turning point—whether it’s launching a new strategy, navigating disruption, or aligning a global workforce—they often realize that they need new knowledge and skills to get them there. But it doesn’t take long to recognize that acquiring what they need will take more than conventional training. Increasingly, they’re turning to executive education programs designed specifically for their organization’s needs.“These aren’t academic exercises,” says Wharton Professor Peter Fader. “Organizations come to us when they’re trying to solve real problems. They want insight, but they also want traction.”Fader has worked extensively with custom programs developed for senior leaders across industries. These initiatives address challenges that go far beyond any one sector—strategic clarity, customer centricity, data fluency, and leadership alignment.From Reactive to StrategicMany organizations approach Wharton at moments of inflection. They may be reacting to external pressures—like new technologies, shifting customer behavior, or competitive threats—or trying to get ahead of them by sharpening their strategy.According to Fader, this often involves helping leaders move away from defining their value in contrast to competitors and toward a clearer articulation of their own strengths. “There’s a mindset shift happening,” he says. “Leaders are asking: What do we stand for? Who do we serve best? And how do we grow from that?”Nearly every sector is asking similar questions. From manufacturing to financial services, leaders want to use data not just to track performance, but to guide priorities and drive growth. These themes—customer lifetime value, segmentation, and decision science—frequently show up in Wharton’s custom programs.Breaking Silos and Building AlignmentAnother reason organizations pursue custom learning: the need to unify teams across silos, business units, or regions. Whether it’s a multinational seeking consistency across markets or a fast-growing firm trying to scale its culture, many companies use executive education as a vehicle to foster alignment.This kind of learning works best when participants aren’t just absorbing information but engaging with peers across the organization. “That’s when you see breakthroughs,” Fader explains. “People realize the challenges they’re facing aren’t isolated. They start sharing ideas, spotting patterns, and thinking collectively.”One simulation-based program Fader leads includes high-pressure, decision-making exercises that require real-time data analysis and teamwork. Participants report that this immersive format strengthens collaboration and sparks actionable insight. “We weren’t just learning,” said one executive participant. “We were testing ideas, applying frameworks, and having real conversations about how to bring them back.”Driving Accountability and ActionWharton’s approach goes beyond content delivery. Custom programs are designed with application and accountability in mind—from action planning exercises to post-program deliverables shared with senior stakeholders.“People need to leave with more than a notebook full of insights,” says Fader. “They need a roadmap—and ideally, a structure that helps them follow through.”That might include written reflections capturing key insights and next steps, structured peer feedback, or periodic check-ins. These tools don’t just reinforce learning—they build momentum.Learning That Keeps Up With ChangeAcross industries, the challenges may vary, but the pattern is consistent: Leaders want education that matches the speed and complexity of their environment. That’s where tailored executive learning shines. It creates space for exploration, connection, and experimentation—without losing sight of practical impact.“We’re not just here to teach,” Fader says. “We’re co-creating something that meets the moment.”Whether it’s a Fortune 500 company, an industry association, a fast-growing startup, or a global nonprofit, more organizations are recognizing that transformation doesn’t happen through generic content. It comes from learning that’s built for purpose—and designed to scale.

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