Sarah Hamilton
VP of Human Resources at PGLS
If there was one clear takeaway from this year’s ATD 2025 Conference, it’s this: the learning function is no longer a “nice to have.” It is the foundation of workforce transformation.
At PGLS, we’re not waiting for the future—we’re building it. That mindset shaped my experience attending ATD, where learning and development (L&D) professionals, HR leaders, and technologists converged to discuss what comes next. The resounding theme? To navigate tomorrow’s work, learning must evolve beyond compliance checklists and mandatory courses. It must become immersive, personalized, strategic—and central to business outcomes.
Learning as a Strategic Lever for Change
In a world where only 26% of the skills needed in 2030 are present in today’s workforce, the traditional HR toolkit is no longer enough. Performance reviews and retroactive assessments can’t close the readiness gap. What can? Forward-thinking learning strategies that develop both competence and confidence in real time.
That’s why we’re reimagining our own approach to learning and development at PGLS. It’s not just about content—it’s about context, culture, and capability. As we design for a smarter, more adaptive workforce, our L&D program must cultivate behaviors and decision-making aligned to our values and mission. Learning is how we shape—not just support—organizational transformation.
The Build, Buy, Borrow Imperative
One of the more sobering insights from ATD: by 2030, the global workforce will be short over 85 million people with the skills needed to drive innovation and growth. Addressing this isn’t a matter of hiring faster. It requires a strategic reframe around talent—what we call the “build, buy, borrow” approach.
- Build refers to growing capabilities internally through tailored training and coaching.
- Buy means identifying and recruiting external talent for emerging needs.
- Borrow acknowledges the value of strategic contractors and partners who can help you move faster without long-term overhead.
To make this model work, you need skill-level data—down to the task level, not just the job title. This is where AI and quantum labor analysis come into play. By understanding the “have, need, and want” of your workforce, HR and L&D leaders can target learning where it will move the needle, not just fill a seat.
Immersive Learning and Human Skills
One of the most exciting trends at ATD was the rise of immersive learning—using virtual reality and simulations to replicate high-stakes environments and train faster, better, and with more retention. Case studies from healthcare, defense, and corporate leadership showed that VR and simulation-based learning drastically improve retention, engagement, and speed-to-competency. According to a PwC study cited at the conference, VR learners trained four times faster than those in traditional classrooms. From leadership readiness to clinical training, the ability to “learn by doing” is driving measurable performance gains.
But speed isn’t the only metric. Quality matters. Which brings us to the growing importance of soft skills—what many now call “human skills.” Emotional intelligence. Cultural awareness. Communication. Leadership presence. Adaptability. These are no longer “soft” skills. They are business-critical and increasingly valued above technical know-how. Why? Because the landscape changes too quickly for tools and processes to be static. What endures is our ability to navigate uncertainty—and that’s where human-centered, culturally fluent learning comes in.
These skills are harder to teach—which is why experiential learning is so powerful. It allows people to practice in context, make decisions in safe environments, and build the confidence they need to thrive.
From Order-Takers to Value Creators
Too often, L&D teams are seen as service providers—executors of one-off trainings or check-the-box compliance. That’s not the model of the future. Learning professionals must become value creators, helping to align skill-building to organizational strategy, performance goals, and workforce transformation.
ATD reinforced the importance of strategic workforce planning. That means connecting L&D not just to HR, but to finance, operations, and executive leadership. It also means understanding which roles are critical—not just to today’s workflows, but to tomorrow’s growth.
This evolution requires better tools, yes—but also a mindset shift. Data has to drive decisions. And learning has to be owned not just by HR, but by every manager and leader in the organization.
Human-Centered Design and Listening at Scale
Another insight I’m bringing back from ATD is the value of human-centered design in L&D. Whether you’re building a course or a full-scale learning experience, the learner’s perspective has to be at the core. Tools like Qualtrics are helping organizations listen to employees at every stage of their journey—capturing sentiment, tracking engagement, and refining learning in real time.
The Kirkpatrick model was also emphasized as a way to measure learning effectiveness not just by test scores or attendance, but by behavior change, business impact, and ongoing engagement. When learning becomes an experience—not an event—it drives results.
This is something we’re actively applying at PGLS. In 2025, we’re rolling out a new management development program focused on coaching, conversation, and community. It includes dedicated time each month for managers to develop themselves and their teams—and aligns professional development directly with performance and compensation. We’re building the future of leadership, one conversation at a time.
Why Language and Cultural Fluency Matter
As much as the ATD conference focused on tech and talent, one topic was notably underrepresented: language and culture. And yet, these are foundational to effective learning—especially in diverse, global, or multilingual workforces.
At PGLS, we’ve seen firsthand how a lack of linguistic or cultural access creates friction—misunderstood expectations, uneven training results, and disengagement. That’s why we embed language and cultural fluency into every learning program we design or deliver.
eLearning isn’t effective if it’s not accessible. Immersive training won’t resonate if it’s not localized. And strategic workforce planning won’t succeed if teams don’t feel included in the journey.
That’s where we come in. As a Strategic Globalization Partner, we help organizations ensure their learning content is clear, relevant, and resonant—no matter the language, location, or audience.
Looking Ahead
My time at ATD left me more energized than ever. The world of work is changing fast, but so are the tools, strategies, and insights we can use to get ahead. We’re committed to putting learning at the heart of our workforce strategy—not just to train, but to transform.
We’re embracing new technologies like VR and AI, but we’re doing so with a human-first lens. We’re coaching our managers to lead with empathy and intentionality. And we’re building programs that reflect who our employees are—not just what we want them to know.
Because learning isn’t just how we grow skills. It’s how we grow people.
Ready to Deliver Impactful Learning Across Cultures and Languages?
At Piedmont Global Language Solutions, we partner with organizations to design and deliver culturally fluent, multilingual eLearning programs that accelerate understanding and performance across borders. Whether you need localization, interpretation, or multilingual content strategy, our team is here to support you.