Unboxing 2024’s Learning & Development Trends.

In the realm of learning and development, change is the only constant.

So I’ve harnessed our industry expertise, hands-on experience, and extensive research. Blended it with knowledge and valuable insights gained from daily discussions with our fellow L&D professionals, to craft a compilation of anticipated learning and development trends set to unfold in the coming year.


1. Bitesize learning

The resounding consensus is that bitesize learning holds the key. Long gone are the days when extensive training sessions or longwinded eLearning were the norm; the demand is for quick, impactful bursts of learning.

The challenge lies in the lack of embedding that occurs with traditional lengthy approaches. To address this, the solution is clear: embrace a more adaptable micro-learning system. The goal is to seamlessly integrate learning into daily routines, encouraging individuals to engage in small, daily increments. Leveraging spaced repetition becomes crucial, ensuring the reinforcement of vital messages and creating a lasting impact on the learning process.

It’s about fostering a culture where learning is not a task but a continual and beneficial part of everyday life.


2. Inclusion integration

Throughout 2023, there was a notable surge in discussions and dedicated training sessions centred around diversity and inclusion. While these sessions covered the evident aspects of race, gender, and age, they also extended to encompass considerations for accessibility, neurodiversity and more.

Now, the critical question arises: how are organisations translating these learnings into tangible cultural shifts beyond the classroom? Undoubtedly, continuing standalone training sessions is essential, but the true impact lies in integrating inclusion seamlessly into every training course, and facet of the business. This approach ensures that inclusive practices become ingrained, forming natural and behavioural components of the organisational fabric.

It’s not just about learning; it’s about fostering a culture where inclusivity is not an initiative but a fundamental aspect of how we operate and grow together.


3. Managing remote teams

The growing sentiment is that managing remote workers has become increasingly challenging, leading some to resort to mandating a return to the office in an attempt to regain control.

However, the question arises: does this action genuinely address the underlying issues?

Often, the root cause lies in the manager’s capacity to lead effectively—for example, setting clear tasks and offering regular feedback.

Whether teams operate in an office or remotely, without the foundational elements of efficient management, meaningful change remains elusive. The current focus on the complexities of remote work serves as a spotlight, highlighting the need to address ineffective leadership.

The real challenge at hand is overcoming these leadership shortcomings to foster a work environment that thrives, irrespective of the physical location.


4. Growth opportunities

The desire to remain with their current jobs and companies is strong among employees, but the crucial factor for retention lies in the availability of growth opportunities.

There’s a pressing need for enhanced career paths and more meaningful performance conversations. Recent data underlines the significance of these aspects, with career goals and purpose registering a notable increase from 20% to 35% in employee priorities from the previous year (Source: Betterworks, Global HR Research Report 2023). Surprisingly, three out of four employees express a preference for advancing within their existing company.

However, a prevailing issue is the short-term focus of many organisations. This approach incurs costs on both individual and organisational levels – individuals face a lack of growth opportunities, the leading cause of job dissatisfaction, while organisations experience challenges such as niche-trained employees leading to coverage gaps, diminishing motivation, and a lack of creativity due to individuals getting stuck in routine practices.

The solution lies in cultivating a broad talent base through effective personal development planning, aligning personal and organisational goals for mutual success and sustained employee development.


5. Coaching excellence

Managers express a significant demand for support in various areas, with coaching performance taking the lead at 41% (Source: Betterworks, Global HR Research Report 2023).

Addressing this need requires a focus on coaching, particularly through one-on-one interactions. Despite being consistently recognised as a valuable asset and a pivotal aspect of any programme we deliver, there remains a lack of understanding about coaching and how to execute it effectively.

It is often mistakenly intertwined with management or mentoring skills. The essence of coaching lies in identifying individuals with the potential to elevate from good to great – those with the competence but perhaps not the confidence – and providing them with the necessary support to unleash their suppressed capabilities.

The skill mainly involves employing thoughtful questions as a catalyst for unlocking this untapped potential.



As we step into the future, the key to thriving in the ever-changing landscape of learning and development lies in adaptability and forward-thinking strategies.

Embracing bitesize learning, fostering inclusion seamlessly into the fabric of our organisations, addressing the distinctions of managing remote teams, providing growth opportunities, and prioritising coaching are not just trends but the pillars for building resilient, dynamic, and people-centric workplaces.


Ready to make a difference in 2024 and beyond?

Let’s unbox tomorrow’s potential together!

Get in touch tony@peopleunboxed.co.uk or via LinkedIn.

The 4Ps of Candid Conversations


The “Four Ps” model can help us to plan for a difficult or candid conversation so that both parties find it beneficial.

Learning Outcomes

  • Learn how to plan for a difficult or candid conversation so that both parties find it beneficial
  • Understand how to use the 4Ps to deliver a difficult message
  • Consider how this can help manage under-performance in a structured manner

Assertive Disagreement


When you disagree with someone, it is often best to be direct and clear, as it avoids an unfortunate misunderstanding. People can shy away from disagreement as it can sometimes feel confrontational. The assertive approach introduced in this module helps you to express your disagreement in a professional, constructive manner.

Learning Outcomes

  • Learn what assertiveness is
  • Learn a process to put your case across without getting emotional
  • Provide context for how to use the model in a real-world environment

Thomas-Kilmann Conflict Mode Instrument


Because no two individuals have exactly the same expectations and desires, conflict is a natural part of our interactions with others. This self-test assessment will tell you more about your predominant style of handling conflict and what this means.

Learning Outcomes

  • Provide a starting point for your development
  • Identify your conflict handling style
  • Learn about the five conflict handling modes

AID Feedback Model


Providing feedback that encourages open dialogue and communication enhances your credibility as both a teammate and as a leader. AID is a simple feedback model that can be used for positive moments and those that need corrective action.

Learning Outcomes

  • Learn a simple model for providing feedback
  • Identify your own role in each of the stages
  • Discover the benefits of creating a feedback culture

Action-Centred Leadership


Good managers and leaders should have full command of the three main areas of the Action-Centred Leadership model and should use each of the elements according to the situation.

Learning Outcomes

  • Discover John Adair’s action-centred leadership model
  • Learn how to adapt the model for your own work situation
  • Investigate the danger of becoming out of balance

Question Types


Asking the right question is at the heart of effective communication and information exchange. Using the right questions can improve a whole range of communication skills; the information we receive back (the answer) will depend very much on the type of question we ask.

Learning Outcomes

  • Learn why asking the right question is at the heart of effective communication and information exchange
  • Discover why the right questions in a particular situation can improve a whole range of communication skills

Dr. Mehrabian’s Communication Model


We are always communicating, even when we are not speaking. Other factors communicate what we really think and feel, which can be explained by looking at Albert Mehrabian’s communication model.

Learning Outcomes

  • Learn the impact of mixed messages when communicating
  • Understand that communication is a blend of words, body language and tone

Situational Leadership


Leaders need to tailor their approach based on the person they are coaching, their experience at the task and their level of enthusiasm for completing it.

The ability to adapt your leadership style to cater to different tasks and your people’s needs is called situational leadership.

Learning Outcomes

  • Understand Hersey and Blanchard’s situational leadership model
  • Recognise directive and supportive behaviours
  • Understand the four leadership styles in line with situational leadership
  • Understand the development levels of team members, based on competence and commitment
  • Become confident with flexing your leadership style to the individual and the situation