6 Proven Ways to Boost Engagement in Learning

Employee engagement in learning isn’t just about filling seats in training sessions. It’s about creating a culture where people genuinely want to learn, where development feels valuable rather than an obligation. 

I founded Better Workday to help people work in ways that support both success and well-being. Through keynotes, workshops, and webinars, I’ve seen firsthand what makes learning stick and what causes it to stall. 

In a year when over 143,000 learners in Ireland engaged with Human Capital Initiative courses, the appetite for learning and development is clear. Here are some of the most effective strategies for creating engagement in learning and development, based on what’s working in companies today.

1. Start engagement early.

Onboarding is a natural place to start, but there’s value in going further. 

I’ve worked with companies that invited new hires into workshops before they even had an email address. They might not have needed the content immediately, but they got to experience what learning as a team felt like. In some cases, people were invited before their official start date. The message was clear: learning here isn’t an afterthought; it’s part of the culture from day one.

The same principle applies to new initiatives. Rather than waiting until a programme is perfectly polished, piloting with a small group lets you gather feedback, show employees their voices matter, and spark positive word of mouth. 

2. Build an authentic learning culture.

A learning culture isn’t a statement on an intranet page; it’s something employees feel in their daily work. One of the biggest barriers to learning is the day-to-day workload, and this is where managers play a pivotal role. When they prioritise development time, reassure their teams that the work will still get done, and model their own commitment to learning, it sets the tone.

I’ve seen how much difference it makes when managers encourage attendance even during busy periods. Employees can fully immerse themselves in the workshop instead of checking emails. 

When busy managers block out an hour to attend a webinar, it sends a clear signal that learning matters. And when they bring fresh ideas back into team meetings, it embeds knowledge and spreads the benefit.

3.  Support self-directed learning.

Some employees are naturally proactive about their development, while others need guidance. To support self-motivated individuals, link learning directly to career paths. People engage more when they see how training connects to their goals.

Equally important is making the process seamless. When I applied for a postgraduate degree in internal communications during my corporate career, the business case was approved and processed within two weeks. That level of support left me energised and vocal about the company’s commitment to learning — and others followed suit.

For those less self-directed, managers need to keep having learning conversations, surfacing opportunities and linking them to future roles. In Ireland, Skillnet Ireland supported over 90,000 workers across 24,000 businesses in 2024, with sizeable increases in digital and sustainability training. That shows how structured support can bring people into learning journeys they might not have sought out alone.

4. Curate quality resources.

The internet is overflowing with content, but not all of it is high quality. A curated set of resources cuts through the noise and reassures employees they’re learning from the best.

Variety matters too. Some prefer reading, others prefer podcasts, workshops, or online courses. Offering multiple formats ensures inclusion. And every resource should be outcome-focused, with clear ways to apply learning on the job. Otherwise, enthusiasm fades quickly.

5. Make space for coaching and mentoring.

Group training is valuable, but one-to-one support can be transformative. Coaching and mentoring meet different needs: a coach has great questions for your answers, a mentor has great answers for your questions. Both are useful at different career stages.

Over the years, I’ve experienced the benefits of internal coaching, external coaching and structured mentoring. Each served a purpose. More recently, cross-generational mentoring has become popular, pairing senior experience with digital fluency from younger colleagues. This not only develops skills on both sides but also helps combat workplace loneliness by creating meaningful connections.

6. Answer the key questions.

Ultimately, engagement in learning comes down to two questions every employee asks: Why should I care? and What’s in it for me?

If your programmes clearly answer both — by showing personal and professional benefits, making access simple, and embedding learning in everyday culture — you’ll see stronger engagement. 

Whether it’s involving people earlier, supporting self-directed learners, curating resources, or opening up mentoring, there are many levers to pull. The real question is: which step will you take first to make learning in your organisation something employees truly value?

If you’d like to explore how these strategies could work in your organisation, I’d be delighted to talk. You can schedule a call with me here.