A new study from Info-Tech Research Group shows a tough truth about IT learning programs. Many fail because companies see them as optional perks, not as key business strategies. Research shows that organizations that include learning in their talent and performance strategies develop skills better. They also see better retention and improved operational performance. In contrast, those that view training as an afterthought struggle to keep up with fast technology changes.
The Info-Tech analysis shows that fewer than 20% of traditional training programs lead to real results. This happens when they don’t align with the organization’s strategy. Many IT teams instead provide one-off certifications, course reimbursements, or access to training libraries. However, these often lack clear goals, performance metrics, or integration into career and workforce planning. This leads to low engagement, wasted budgets and a gap between required skills and available talent.
Organizations that see learning as a strategy do better. They link training to key performance indicators (KPIs). They also embed training into role expectations and align it with skills for strategic goals. These leaders report improved innovation, employee satisfaction, and retention. They use data-driven learning paths, personalized upskilling, and continuous feedback. This approach ensures training leads to measurable business results.
Why Treating Learning as Strategy Matters
The research underscores that technology environments evolve too quickly for ad hoc training approaches. New platforms, cloud architectures, cybersecurity challenges and AI-powered systems require targeted capabilities — and businesses that lag in skilling often experience project delays, increased errors and higher dependency on external contractors.
Info-Tech determined that learning initiatives are most effective when they:
1. Support business outcomes like digital transformation, customer experience optimization, or cost reduction.
2. Use personalized learning paths based on skills analysis and performance gaps.
3. Integrate learning into the work process, using real-time project and role-based signals to provide context-relevant learning.
4. Track learning outcomes based on KPIs (such as time to competency, project success rates, and reduction in incidents) rather than course completion rates.
As per the report, IT departments that leverage learning in this manner are able to outperform the competition by as much as 30-50% on key performance metrics such as project completion times, employee engagement scores, and internal mobility.
Implications for the HR Industry
For HR professionals — particularly those responsible for talent development, learning strategy and workforce planning — the Info-Tech findings reinforce a broader shift: learning is no longer a “nice-to-have” perk but a core strategic lever for business performance.
1. Learning Innovation Becomes a Priority:
HR leaders should go beyond offering course access. They need to create continuous learning ecosystems. These should connect with performance management, talent mobility, and individual development plans. This means using tools that support personalized learning. AI-driven skill recommendations and integration with core HR systems are essential.
2. Connect Skills to Outcomes:
Data from people analytics and skills should inform the decision-making process related to promotions, succession planning, and growing the workforce. HR departments that can effectively connect learning outcomes to business key performance indicators will find more influence in determining corporate strategy.
3. From Transactional to Transformational Learning and Development:
By integrating learning into business processes, such as through micro-learning notifications in collaboration software or in real-time support for new technology, workers are more likely to apply new skills directly, which will have greater impact.
The Info-Tech study also shows that organizations that fall behind in strategic learning experience greater turnover, as workers feel their development is unchecked and their skills will become obsolete. As employee retention remains a key concern for the HR function, skilling aligned with career development pathways becomes an important engagement activity.
Also Read: The Josh Bersin Company Warns: AI Is Rapidly Disrupting the $400 Billion Corporate Training Market
Business Effects Across Industries
Outside of the HR function, the learning-as-strategy approach affects the way businesses operate and compete in the following ways:
Innovation Acceleration: Learning enables the workforce to quickly adopt new technologies, thus accelerating time to market and minimizing technical debt.
Cost Savings: Developing talent in-house cuts the need for expensive external consultants and shortens the hiring process for specialized talent.
Enhanced Talent Attraction: Companies that focus on real learning and development activities are more attractive to top talent and have improved employer brands.
Disruption Resilience: In a world where digital and AI transformation is disrupting industries, a learning workforce is better positioned to adapt to the changing market.
Conclusion
The Info-Tech Research Group’s report makes clear that learning programs fail when treated as perks, but succeed when embedded as strategic business drivers — especially in high-velocity technology environments. For HR leaders and business executives alike, elevating learning from an administrative task to a strategic priority is essential to building future-ready workforces, improving performance outcomes and sustaining competitive advantage in an increasingly digital economy.
