In Part I of our conversation, Tracey Power, Chief People Officer at Highspring, offered an inside look at how Highspring is tackling today’s most urgent learning and development (L&D) challenges — from embedding learning into the culture to measuring its impact across the organization.

In this second installment, we dig deeper into how Highspring is evolving its L&D strategy to meet the needs of a dynamic workforce. Tracey shares how personalized learning pathways, emerging technologies like AI, and a renewed focus on outcomes are transforming the way employees grow and thrive at Highspring. She also opens up about the real-world challenges of demonstrating ROI to leadership and why a human-centered, adaptive approach to learning is more critical than ever as we look toward 2025 and beyond.

Excerpts from the interview:

Q: What role do personalized learning pathways play in improving learner effectiveness, and how do you measure their success?

Tracy: Personalized learning pathways are impactful because they show employees that we see them—not just their role, but their goals, their learning style, and their unique career aspirations. When training is tailored to both what someone wants to learn and how they best absorb information—whether it’s by doing, seeing, hearing, or a mix—it dramatically increases engagement, retention, and behavior change.

We’ve been able to leverage tools like LinkedIn Learning to support this, curating content that aligns with specific roles and development needs. Instead of getting lost in an endless library, employees can choose from targeted tracks that fit their path and pace.

Success is measured by how employees progress through their learning tracks. Just as important, we listen for their feedback: Do employees feel understood and supported? Have they gained clarity on where they want to go next in their careers?

In many cases, the process itself is revealing. An employee might enter a leadership learning track and realize managing people isn’t their path. When possible, personalized learning helps people grow with intention, and when employees are invested in their own development, the impact across performance and culture is powerful.
 

Q: Have you integrated new technologies, such as virtual reality or adaptive learning platforms, into your L&D strategy? If so, in what ways has it impacted your employee development?

Tracy: While we haven’t implemented virtual reality into our learning strategy just yet, we are starting to embed AI tools into our training programs—and it’s already making a difference. For us, the focus has been on leveraging technology to enhance efficiency and free up our people to do what they do best: build relationships and engage meaningfully with clients, consultants, and candidates.

By training employees on how to use available AI tools—whether that’s for writing emails, formatting resumes, or automating parts of the workflow—we’re able to reduce time spent on administrative tasks. That shift creates more space for high-impact work, like strategic conversations and human connection, which is where our people truly shine.

The broader integration of new mediums like adaptive learning platforms is on our roadmap. As we continue to evolve, we’re looking closely at how emerging technologies can support a more personalized, scalable, and engaging learning experience for all employees.
 

Q: What are the biggest challenges you face in demonstrating the ROI of your L&D programs to senior leadership?

Tracy: One of the biggest challenges is measuring the true impact of training. We believe L&D is absolutely essential—it’s the foundation for professional growth and future readiness. Everyone wants to grow in their career, and training is how we help them do that. Whether someone stays with us long-term or eventually moves on, we want them to leave more skilled than when they arrived.

Within corporations, there’s often a fear that if you invest in training, people will leave. But the bigger risk is not training them and having them stay—unprepared for the demands of the future. That’s why we focus on offering development opportunities for the roles people are in today and for the roles they may step into tomorrow.

The other challenge is that we haven’t historically had a consistent process or methodology to baseline and track development across the organization. We hire great people and aim to remove obstacles so they can thrive, but without clear data and measurable outcomes, it’s difficult to quantify L&D’s ROI in a traditional sense.

Our goal is to build those foundational systems—to not only provide training, but to measure development in meaningful ways. That’s how we’ll be able to truly demonstrate the long-term value of our programs to the business.
 

Q: How do you ensure that learning experiences translate into tangible results, such as increased job performance or improved employee retention?

Tracy: We recognize that real learning doesn’t happen in a one-time event—it’s a process that unfolds over time. That’s why reinforcement is a cornerstone of our approach. We design our programs with intentional follow-ups and touchpoints that help employees revisit, apply, and refine what they’ve learned.

We also lean into adult learning models, which means encouraging people to experiment, apply new skills in real scenarios, and then come back to reflect and share what worked—and what didn’t. This kind of experiential learning deepens understanding and drives behavior change.

On top of that, we provide support tools and resources that employees can access after training, so when they’re back on the job, they’re not relying on memory alone. Whether it’s job aids, toolkits, or on-demand content, we ensure they have what they need to stay on track and build confidence.

Q: Looking ahead to 2025 and beyond, what key trends or shifts will impact the corporate learning landscape?

Tracy: As we look to the future, one of the biggest trends we anticipate is the continued push for corporations to find better, faster, and more cost-effective ways to train employees. That drive for efficiency will always be part of the corporate learning equation. In times of economic uncertainty, organizations are often operating with leaner teams—and that’s when L&D becomes even more critical. With fewer people, companies must rely on their existing talent to do more, and effective learning strategies help make that possible.

Learning and development shouldn't be seen as a cost center—it’s an investment in people. Training plays a critical role not only in keeping employees up to speed with emerging technologies and industry shifts, but also in preparing organizations for what's next. When the market rebounds, the companies that continued investing in their people will be the ones ready to take off running.

Beyond that, we’re also seeing a shift in how people approach their own development. Employees today are more self-aware, more intentional about their careers, and more vocal about what they need to grow. That means we must continue breaking our training into modular, flexible, and personalized learning pathways that help people feel seen, valued, and equipped for success.

At the same time, we’re staying agile—closely monitoring trends, industry disruptions, and economic shifts to ensure we’re not just responding to change but anticipating it. We want our learning experiences to be a tool for engagement, a tool for retention, and ultimately, a tool that empowers employees to show up at their best, both now and in the future.

 
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