Special edition: A deep dive into skills-based learning

The shift to a skills-based approach is no longer theoretical, it’s operational, urgent, and redefining the role of L&D. In this special episode of Learning at Large, we sit down with three influential L&D voices – Lori Niles-Hofmann, Sandra Loughlin, and Teresa Rose – to unpack what it really means to put skills at the center of learning strategies.

Together, they go beyond buzzwords to discuss what a skills-first strategy looks like on the ground: from mapping and validation, to co-creation and cultural transformation. They also address the hard truths – legacy mindsets, lack of systems thinking, and L&D’s exposure in a rapidly changing environment.

Watch the full podcast video

Top tips for putting skills-based learning into practice

Don’t have time to listen now? Here’s a quick summary of what you’ll learn in this episode:

• Treat skills as data – The shift to a skills-led approach is fundamentally a shift to being data-led.
• Focus on tasks and context – Skills only matter when applied in real work. Their application through tasks and different contexts matters.
• Don’t overengineer the approach – Perfection isn’t the goal; action is. Start small and build from there.
• Validate what works – Skills must be measured through real outcomes and proof.
• Shift from service to strategy – L&D’s value lies in business collaboration, not just service delivery.
• Keep pace with change – Change is moving faster than ever – L&D must respond with speed and agility.

1. Treat skills as data

The skills conversation often feels overwhelming, but at its core, it’s a data challenge. Skills are a vital source of intelligence for decision-making. When organizations map what skills exist and what’s needed, they gain the clarity to act with confidence. It’s about creating clarity and direction through accurate, real-time insight – something that today’s tools, powered by AI and analytics, increasingly make possible.

“Everybody’s talking about skills like it’s the end of the world or this massive thing. It’s not. It’s just data… and skills, to be clear, are not the only source of data that matter. There are many others, but they are a very, very important source.”

2. Focus on tasks and context

Skills aren’t meaningful on their own, they create value only when applied to work. That’s why defining and validating skills in the context of real tasks is crucial. Organizations need to go beyond generic frameworks and tie skills to specific roles and responsibilities. When you start from actual work outputs – what people need to accomplish – you can better identify which skills truly matter and design learning that drives performance, not just compliance.

“Skills in and of themselves are not worthless, but they don’t create value. They only create value when applied in the context of doing real work.”

3. Don’t overengineer the approach

Overly complex or exhaustive skills frameworks can quickly become unwieldy and ineffective. The goal isn’t to create the most detailed model – it’s to build one that enables decision-making and progress. A lean, flexible framework that’s good enough to support the work at hand will have more impact than a comprehensive one that gathers dust.

“It doesn’t have to be perfect. It doesn’t have to be comprehensive. It has to be good enough to support the work that you need to do and help make decisions – and you can always iterate and build from there.”

4. Validate what works

It’s not enough to deliver learning experiences, we need to prove they worked. L&D must build validation into the process from the start, using task completion, assessments, and behavioral observation to show results. This means shifting from assumption-based impact to evidence-based outcomes – where L&D can demonstrate how learning has actually influenced performance and skill proficiency over time.

“We cannot, as professionals, just put stuff out in the world and assume that it’s done something… We have to learn to measure what people know and can do before and after.”

5. Shift from service to strategy

To truly add value, L&D must move beyond being a delivery function and become a core business partner. That means co-creating solutions with stakeholders, embedding learning into strategic planning, and sharing ownership of outcomes. L&D’s future depends on stepping into a more collaborative, forward-facing role.

“You’re doing things in old ways when it’s really… I think more now than ever, that co-creation is important… giving the ownership to people within the business and not necessarily L&D or talent. Because they can then drive the changes.”

6. Keep pace with change

The skills landscape is shifting rapidly, fueled by AI, automation, and changing work models. If L&D doesn’t keep pace, it risks becoming irrelevant. That means being proactive, agile, and willing to rethink everything from legacy processes to how learning is designed and delivered. The organisations that thrive will be those who test, iterate, and adapt in real time – because waiting simply isn’t an option anymore.

“I don’t necessarily know if L&D – or anyone – is appreciating how fast the skills are going to change and how quickly this is going to move. This is like nothing we’ve ever seen before, and the agility for that is just going to be so extreme and so big.”

About Lori, Teresa & Sandra

Lori, Teresa and Sandra are three of L&Ds top voices, bringing deep expertise, sharp insight, and real-world experience to the skills conversation.

Lori is Founder of 8Levers, a strategy firm helping enterprise L&D teams drive business performance through data, AI, and scalable skills-based transformation.

Connect with Lori on LinkedIn.

Teresa is Director at ConsultHer Ltd, specializing in workforce transformation and data strategy. She helps organizations align their skills and talent strategies to drive sustainable change.

Connect with Teresa on LinkedIn.

Sandra is Chief Learning Scientist at EPAM Systems. With a background in learning science and organizational psychology, she leads efforts to integrate enterprise learning with business strategy.

Connect with Sandra on LinkedIn.

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