HR leaders that invest in skills development can alleviate burnout and keep employees connected to their organizations’ strategic goals.
By Maggie Mancini
Even as companies begin putting their 2025 strategic plans into action, recent research from Skillsoft indicates that less than half of employees have been informed about their organizations’ priorities for the coming year. At the same time, fewer than a quarter of employees feel prepared to navigate challenges impacting their workplace this year. Â
Although HR leaders will likely provide broad guidance to support workers in addressing these challenges, focusing on skills development can help alleviate barriers to success and keep employees aligned with organizational goals, says Ciara Harrington, chief people officer at Skillsoft. Â
“Nearly 40% of those we surveyed experienced burnout and exhaustion in 2024, while one in five indicated a lack of training,” Harrington explains. “By implementing a talent development strategy that is both focused on the learner and the organization, employees will gain skills better aligned with their current work, career goals, and the strategic objectives of their organization, instilling confidence in their abilities and recontextualizing skills development for personal growth.” Â
Embedding continuous learning into a company’s talent strategy also provides a road map of progress, she says, creating actionable steps for career progression and team building. Leaders can then measure those skills against industry standards, enabling the growth of an agile business. Â
Just 25% of employees feel satisfied with their current roles, with Gen Z experiencing greater feelings of workplace dissatisfaction than their older counterparts. Addressing this dissatisfaction begins with opening the lines of communication, Harrington says. Â
“Clear communication can begin a positive feedback loop for employee satisfaction,” Harrington says. “Workers with well-defined objectives were more likely to understand the needed skills and ensure their talent aligned, ultimately feeling more prepared for future challenges. This promotes confidence, engagement, and a more productive and effective workforce.”Â
Other tools—like skills mapping and personalized training—offer distinct paths for career advancement while providing access to meaningful work. New technologies similarly give employees the opportunity to learn new skills and expand their scope of responsibilities. Â
“Through aligning the learner objectives with broader organizational objectives and offering learning experiences, HR leaders can help employees feel more connected and engaged with their organization’s mission,” Harrington says. Â
Employees’ ability to adapt, innovate, and tackle new challenges diminishes when they are physically and mentally exhausted, Harrington says. This workplace fatigue depletes the energy and focus needed for problem-solving, which is further exacerbated by a lack of training and skill development opportunities, which leave employees struggling to stay connected with their work, she says. Â
Outside of skills development, Harrington explains that HR leaders can take the following steps to alleviate burnout and keep employees connected to their work.Â
- Provide work-life balance. “Destigmatizing the use of PTO, offering a “Global Recharge Week” like we do at Skillsoft, and encouraging small breaks throughout the day can provide reprieves from burnout,” Harrington says. Â
- Upskill employees. Upskilling talent ensures they feel confident and comfortable tackling the myriad projects and dynamics all employees face at work, she says.Â
- Invest in employee recognition. “Recognition also plays a crucial role in mitigating burnout,” Harrington says. “Talent is the very first building block of any company, after all, and recognition shows their work is seen, appreciated, and impactful.”Â
- Keep employees connected to the company’s larger mission. Ensuring employees understand the journey the business is on allows them to equip themselves with the skills needed to be successful, Harrington says.Â
- Model a holistic skillset as the gold standard. “By showing business leaders that their fostering of a supportive environment is the minimum criterion for advancement, HR professionals can create a workplace that encourages open conversation, agility, and teamwork,” she explains.Â
“Open conversation is also a two-way street,” Harrington says. “Workers should feel comfortable providing their own feedback, building a strong sense of trust amongst the organization. An emphasis on continuous training and development can enhance employee engagement by demonstrating an organization’s commitment to helping its employees grow personally and professionally.”Â
Despite the World Economic Forum finding that 60% of organizations identify skills gaps as the single biggest inhibitor for the transformation of their business, just 19% of employees surveyed by Skillsoft feel that closing skills gaps are among their organizations’ top priorities for 2025. Â
“A business can only be as successful as its workforce, and its workforce can only be successful if it has the right skills,” Harrington says. “Organizations that invest in skill building can expect improved productivity, growth, and achievement of strategic objectives.” Â
Harrington says that HR leaders should upskill themselves and then champion the importance of skills development to ensure that workforce capabilities evolve in tandem with business needs. She explains that those that do encourage skills development “stand to reap the rewards of a more engaged, effective, and motivated workforce, which includes talent retention and improvements to the bottom line.” Â