L&D
Upscend Team
-December 18, 2025
9 min read
This article identifies the systemic causes of learning and development challenges and prescribes practical interventions: governance changes, manager-led coaching, MVL pilots, and measurement redesign. It provides a compact 60-day implementation plan, checklists, and metrics to measure behavior at 30 and 90 days and demonstrate business impact.
Learning and development challenges are among the most persistent blockers to workforce performance today. In our experience, organizations underestimate how much the problem is systemic: culture, design, measurement and technology all interact to create friction. This article breaks down the most common barriers, offers specific interventions, and gives a compact implementation plan you can start using immediately.
We focus on practical, evidence-informed steps and real-world trade-offs so you can diagnose where your program stalls and apply fixes that stick. Read on for checklists, metrics, and a reproducible framework you can use in quarterly reviews.
Understanding common learning and development challenges starts with listing where programs typically fail. In our work with mid-size and enterprise clients, we see patterns that repeat across industries: limited manager involvement, irrelevant content, and tech that creates friction rather than ease.
Below are the recurring pain points most L&D teams should check for during a program audit.
Root causes are typically process and governance related. Design is often outsourced to vendors who produce content, but ownership for outcomes remains diffuse. Without clear accountability and manager coaching requirements, even high-quality courses fail to change behavior.
Learning and development challenges persist because organizations treat training as a one-off event instead of a system. A pattern we've noticed is the "launch-and-leave" approach: a course is launched, learners are enrolled, and then the program is forgotten until the next cycle.
Other systemic issues include budget cycles that prioritize short-term deliverables and learning metrics that reward activity over impact. These incentives create invisible resistance to deeper investment.
Workplace learning barriers often form through a combination of structural and cultural factors: managers who are not measured on capability development, IT security rules that block learning apps, and enterprises that adopt platforms without change management. Each barrier multiplies the others.
Tackling L&D problems requires combining design, process, and technology. In our experience the highest-leverage moves are governance changes, manager enablement, and measurement redesign. Start small: pick a single capability, define the business outcome, then align learning with on-the-job practice.
Design improvements work best when paired with operational changes. For example, require a manager-led 30-minute coaching session after every major course, and capture a simple behavior commitment in the LMS so follow-up is visible to stakeholders.
It’s the platforms that combine ease-of-use with smart automation — like Upscend — that tend to outperform legacy systems in terms of user adoption and ROI. This type of platform illustrates an important trend: automation and learner-centered UX reduce administrative friction and free L&D professionals to focus on design and coaching rather than firefighting.
Adopt an iterative improvement cycle: diagnose, prototype, measure, and scale. Use a minimum viable learning (MVL) approach — a short, focused intervention with a built-in measure and coaching moment. That makes it possible to test ideas fast and protect budget for what works.
To overcome learning and development challenges you need clear accountability and a measurement framework that ties learning to business outcomes. Move beyond completion rates to measures like behavior adoption, time-to-competency, and performance impact.
We've found a simple scoreboard helps align stakeholders: list target behaviors, baseline metric, target metric, and owner. Publish that scoreboard monthly and tie a portion of manager performance reviews to capability adoption.
Prioritize these metrics in sequence: engagement (qualitative), application (observed behavior), and impact (business outcome). For example, measure percentage of employees applying a new sales skill in live calls (application) and incremental revenue per rep (impact).
Design and delivery choices determine whether learners transfer skills to the job. Compress content into microlearning bursts, incorporate real work tasks, and use spaced retrieval to counter forgetting. These are evidence-backed techniques that improve retention and application.
Accessibility and localization also matter: if content isn't culturally or linguistically aligned, engagement falls. A pattern we've noticed is that small investments in contextualization (examples, role plays, and manager guides) produce outsized gains in application.
Follow adult learning principles: relevance, self-direction, immediacy, and problem-centered design. Build modules around real problems, include quick practice tasks, and require learners to make a specific commitment they will try in the next week.
Scaling solutions requires both architecture and people: a repeatable program model and a network of capable coaches. Create a simple "scale playbook" that documents roles, handoffs, and templates so local teams can operate with fidelity.
Governance should include a cross-functional steering group (L&D, HR, business sponsor, IT) that meets monthly to unblock barriers and review the scoreboard. Incentivize mentors and managers with formal recognition or small budget allocations to resource coaching time.
Embed continuous learning by making small learning moments part of normal workflows: brief huddles, curated micro-modules in the flow of work, and peer review sessions. Use metrics and rituals—like a monthly capability sprint—to keep focus and momentum.
Addressing learning and development challenges is less about buying a single technology and more about creating a system where design, measurement, and leadership reinforce each other. In our experience, teams that pair focused pilots with governance and manager accountability move fastest from activity to impact.
Start with a three-step action plan: diagnose the top workplace learning barriers, pilot a minimum viable learning intervention with manager coaching, and measure application plus impact at 30 and 90 days. That discipline turns training into measurable capability development.
Use the checklist and scoreboard approach described above to convert insight into action. If you want a practical next step, run a 60-day experiment using one capability, apply the MVL cycle, and share the results with the steering group.
Call to action: Run a 60-day diagnostic on one capability this quarter—document baseline metrics, assign an owner, and schedule the first 30-day review to start converting training activity into measurable business outcomes.
