Driving learner engagement: Strategies from Ster Hutten

Employee engagement is one of the biggest challenges for L&D professionals. Despite investments in training programs, many fail to capture employees’ attention, let alone drive meaningful behavior change. Traditional approaches often focus too much on content delivery and not enough on relevance, motivation, and real-world application. So, what does it take to turn mandatory training into a learning experience employees actually seek out?

To explore why engagement remains a persistent challenge- and, more importantly, how to fix it- we spoke with Ster Hutten, Managing Director at UP Learning. In this conversation, Hutten shares her insights and practical strategies for making learning experiences more relevant, engaging, and impactful.

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What are the most common reasons learning programs fail to engage employees?

A lack of relevance and recognition. Many programs are too generic, too far removed from actual work, or feel like a box-ticking exercise. Often, there’s no clear "why," and people are left wondering why it matters. Without a clear link to daily tasks, without autonomy, and without thoughtful structure, learners quickly disengage.

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What are the most effective strategies you've seen for transforming mandatory training into something employees actively seek out? 

It starts with behavior and intrinsic motivation. At UP, we use models like Hooked on Learning (Nir Eyal) and BJ Fogg’s Behavior Model to design learning experiences that are both engaging and effective. One example: a module for a large insurance organization, which we turned into a story with realistic dilemmas and a wide range of interactions. Employees said, "Finally, something that reflects real life," and voluntary participation levels exceeded expectations.

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How can L&D professionals better understand their learners' needs before designing learning experiences?

By first identifying what people need to do, rather than what they need to know. Our five-step approach starts with questions like: What’s your goal? What should employees do differently? Why isn’t that happening now? This helps design from behavior rather than assumptions. We combine interviews, workplace observations, and learner personas to connect content directly to people’s context, language, and reality.

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What role do technology and digital tools play in enhancing learner engagement?

Technology should support learning, not distract from it. We use digital tools to make learning more accessible and personalized. This includes microlearning, interactive video, and platforms like Totara or Docebo that enable adaptive learning paths. Tools like Elucidat offer powerful ‘out-of-the-box’ features such as branching scenarios, personalized feedback, learner role segmentation, and localization controls. These features enable learning journeys that truly adapt to each learner’s role, needs, and real-world context.

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What strategies do you think L&D teams can adopt to gain buy-in and support from stakeholders?

It always starts with the business challenge: what behavior needs to change, and why? Using data, pilot outcomes, and clearly defined learning goals helps show tangible value. Many L&D teams have the ambition to move from executors to strategic partners. However, doing so requires sharp analysis, a pragmatic mindset, and the ability to connect learning to performance. That’s not always easy to achieve alone. Recognizing where expert support can help to create more impact is often a crucial step in building trust and earning a seat at the table.

And while engagement shouldn’t be the goal in itself, especially when budgets are tight, it’s often the lever that makes learning stick, behavior shift, and strategic goals more attainable.

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How can L&D teams create a continuous learning culture where development becomes part of everyday work?

By integrating learning into daily workflows. Use nudges, microlearning, peer exchange, and practical formats that align with moments of need. But culture is more than content; it also requires leadership, role models, and space to learn. A true learning culture allows people to make mistakes and reflect on them without fear. And that mindset starts with managers. L&D can play a vital role in shaping that environment, not just by offering learning, but by influencing how learning is talked about, supported, and modeled across the organization. Keeping that broader perspective in mind makes all the difference.

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If you could make one bold prediction about the future of L&D, what would it be?

In the coming years, engagement alone won’t be enough. The real value of L&D will lie in enabling adaptability and helping people not just stay motivated, but stay capable of navigating constant change. Learning teams that focus on building resilience, reflective thinking, and behavioral flexibility will drive more impact than those chasing completion rates or satisfaction scores. Engagement is a door-opener, but adaptability is what keeps organizations moving forward.

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Key takeaways for L&D leaders:

• Ensure relevance: Link learning to employees’ daily tasks and clear outcomes.
  
• Focus on behavior:  Design learning to drive real-world actions and measurable change.
  
• Use technology strategically: Choose tools that personalize and simplify learning, not distract from it.
  
• Show business impact: Connect learning outcomes directly to business goals to secure stakeholder support.

For L&D professionals, engagement is only the beginning. The true challenge is designing learning that not only captures attention but also drives behavior change and business impact. As organizations face increasing complexity and rapid change, adaptability will be the defining factor for success. Learning leaders who focus on relevance, motivation, and integration into the flow of work will move beyond engagement- and shape the future of workplace learning.