Beyond training: Why behavioral change, not programs, defines L&D success

For years, Learning & Development has been synonymous with training programs—designing courses, rolling out learning initiatives, and tracking completion rates. But forward-thinking L&D leaders know that training alone doesn’t drive real impact. The goal isn’t only to provide learning opportunities; it’s to create lasting behavioral change that translates into business performance.

So how can L&D teams move beyond training to truly influence behavior? We spoke with Rosemary Hoskins, whose most recent corporate role was Global Capability Lead at AstraZeneca, to explore how organizations can rethink L&D as a catalyst for change rather than a content provider.

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Many L&D professionals struggle with engagement—how do you design programs that employees actually want to participate in rather than feeling obligated to attend?

I don’t believe programs are always the answer. We know that formal learning supports only about 10% of workplace learning. Organizations often default to formal training because it’s easier to measure, but real learning mainly happens informally—on the job, through relationships, and through stretch assignments. My focus is on fostering that kind of learning rather than running programs.

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How do you measure learning impact?

The key is behavior change. We ask employees, “Will you apply what you’ve learned at work?” and, “How will it contribute to business performance?” We’re not interested in whether they had a good time or would recommend a course—we care about whether they’ll do something differently. You can pass the knowledge test and still not change your behavior.

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To drive behavior change, how do you identify skills gaps within an organization?

We take multiple data points into account, including:

• Conversations between managers and employees about skill development.
• Business strategy shifts, such as AstraZeneca’s transition from performance management to performance development, which led us to introduce support for coaching and feed-forward skills.
• Employee-driven learning trends—what they seek out, what they spend budget on.

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Many organizations don’t see L&D as a strategic function. Do you think it is true and if so how can L&D leaders gain more influence?

I don’t share that experience. L&D professionals are often valued, but primarily for formal learning initiatives because they’re tangible. The challenge is that informal learning—mentoring, stretch assignments, knowledge sharing—is harder to measure but much more impactful. If L&D teams want to be seen as strategic, they need to start with business imperatives and focus on how to support them through performance support as well as informal and formal learning interventions.

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

I suspect things might not change as dramatically as we think. In strong teams and well-run departments, change is happening all the time—incrementally, day by day, week by week, year by year. It’s not revolutionary; it’s an ongoing evolution.

The shift I’d like to see is a greater appreciation of something we’ve touched on throughout this conversation: workplace learning isn’t just about formal programs. That’s not necessarily a radical change, but it’s something L&D can support and reinforce. However, it’s a team effort—it’s up to everyone in the business to recognize and embrace that.

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The future of L&D: A shift in focus

The most effective L&D teams understand that their role isn’t just about delivering content—it’s about enabling behavior change that drives business results. Training programs alone won’t move the needle; they must be part of a holistic approach including on-the-job learning, coaching, and environmental shifts that reinforce new behaviors.

If L&D continues to be seen as a function that simply delivers training, its influence will remain limited. But if it positions itself as a business enabler, diagnosing capability gaps and shaping behavior through targeted interventions, it becomes an indispensable strategic partner.

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Key takeaways for L&D leaders

💡 Training is only part of the equation—behavior change is the real goal.
💡 Move beyond formal programs—create learning environments through stretch assignments, coaching, and peer-to-peer learning.
💡 Measure impact by asking: Will employees apply this learning, and how does it affect business outcomes?
💡 Align L&D with business priorities—solve capability gaps, rather than simply delivering content.
💡 The future of L&D isn’t about more training—it’s about integrating learning into the flow of work to drive meaningful change.

The challenge for L&D professionals today isn’t just proving the value of learning—it’s proving the value of learning that sticks. And that means shifting the conversation from training to transformation.

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