Your training team is drowning in administrative work. Your LMS feels like it was built in 2010 (probably because it was). And your leadership keeps asking for ROI metrics you can't quite deliver.
Sound familiar?
You're not alone. Learning and Development managers across industries are facing these exact challenges in 2025, caught between sky-high expectations and ground-level resources.
We recently surveyed T&D and L&D professionals to understand what's really happening on the frontlines of corporate learning.
The results? Equal parts concerning and enlightening.
Skip ahead and grab our full "Training & Development: State of the Industry 2025" report now. For those sticking around, we'll unpack the key findings below, but the complete report offers deeper insights, actionable strategies, and exclusive data you won't find in this article. Download it now to transform how your organization approaches learning.
Training departments are stuck.
Companies see learning as crucial to success in today's fast-changing tech environment and evolving workforce.
But most T&D teams are battling budget constraints, outdated technology, and the persistent view that they're cost centers rather than value creators.
The numbers tell the story: 45% of respondents cited budget limitations as their biggest challenge, while 42% struggle to demonstrate tangible impact of their training.
"We're drowning in completion data but starving for impact insights," shared one L&D Specialist in our survey. "Until we can speak the language of business outcomes, we'll continue to be seen as a cost center rather than a strategic investment."
Our survey found only 39% of T&D professionals are satisfied with their current learning management system. That means over 60% are either neutral or actively dissatisfied with their LMS.
This isn't just about having shiny new tools. It's about a fundamental mismatch between what modern learning requires and what legacy systems can deliver.
As one respondent put it: "Our employees use TikTok and YouTube daily, then log into our clunky LMS and immediately disengage. We're competing with sleek, algorithm-driven platforms using decade-old technology."
The most glaring gaps? Limited analytics capabilities, poor user experience, and difficulty integrating with other business systems.
Without strong data connections, it's nearly impossible to show how that leadership program actually impacted retention or how compliance training reduced errors.
And here's something completely shocking: 15% of respondents don't have an LMS at all. In 2025! They're managing enterprise learning with spreadsheets and shared drives.
When we asked what would make their jobs better, T&D pros had clear priorities:
Notice what's not at the top? More courses. Bigger budgets. Fancy new technologies.
What they want is to prove their worth and stop drowning in busywork. They want to connect learning to business outcomes and spend less time tracking completions and generating reports.
This makes perfect sense. Our research revealed a negative feedback loop plaguing T&D functions: limited resources prevent them from improving systems and processes, which makes demonstrating strategic value harder, which in turn reinforces resource limitations as training struggles to justify larger investments.
Breaking this cycle requires progress on multiple fronts simultaneously—better measurement capabilities, more efficient processes, and stronger strategic alignment.
Here's something interesting: despite these challenges, two-thirds of T&D professionals report being satisfied with their jobs. The average satisfaction score? 3.85 out of 5.
As one Training Manager explained: "I love the impact we can make, but struggle with the resources and recognition to deliver on our potential. There's nothing more rewarding than seeing someone grow their capabilities because of our work—that's what keeps me going despite the frustrations."
This resilience is heartening but also concerning. When professionals care deeply about their work, they often compensate for systemic shortfalls through personal effort—at least for a while.
But there are warning signs that goodwill has limits. Several respondents noted compensation compression as a growing challenge, with entry-level salaries rising due to market competition while mid-career positions see minimal growth. This creates retention risks, especially for experienced professionals with transferable skills who might find better opportunities in adjacent functions.
Looking ahead, T&D departments are balancing four equally important priorities:
Each was cited by 42% of respondents, reflecting the multifaceted pressure T&D faces to simultaneously prove value, enhance effectiveness, boost engagement, and increase efficiency.
Is this achievable? Maybe. But not without changes in how organizations approach learning and development at a fundamental level.
If there's one capability that could transform T&D's strategic positioning, its effective measurement. The ability to demonstrate tangible business impact represents the single most powerful lever for enhancing influence and securing resources.
But what does "good measurement" actually look like?
The most effective T&D functions connect their activities to business outcomes through a clear chain of evidence, moving beyond completion statistics to demonstrate tangible impact. This requires:
1. Multi-level measurement that connects learning metrics (completion, assessment scores) to operational metrics (error reduction, process adherence) and ultimately to business metrics (productivity, retention, revenue)
2. Early alignment with stakeholders on success metrics before program development even begins
3. Technical capability to collect, analyze, and visualize diverse data sources
One respondent shared their approach: "We started small—focusing on just one high-visibility leadership program where we could measure outcomes thoroughly. The data from that single program gave us the credibility to secure more resources, which we've used to expand our measurement capabilities across other initiatives."
This strategic, incremental approach to building measurement capability seems to be working for the most successful teams.
Leadership development represents a distinct category with unique measurement challenges and approaches. Key metrics in this domain include:
One respondent shared a compelling data point: "Our leadership development impact is most visible in our engagement scores—teams led by graduates of our leadership academy consistently score 17 points higher in engagement than others."
That's the kind of concrete, business-relevant metric that gets executive attention.
If you're nodding along to this article, you're probably facing some of these same challenges. The good news? You're not alone, and there are pathways forward.
The full report click to download your copy dives deeper into specific strategies both T&D leaders and executive teams can implement to enhance learning effectiveness and strategic impact. But here are three quick takeaways:
Progressive organizations are transforming their approach to training and development, viewing it as a strategic asset and performance driver rather than a cost burden.
Learning and development stands at a crossroads in 2025. Despite its growing recognition as a key driver of organizational success, the function continues to face challenges, including resource limitations and strategic positioning difficulties.
Escaping this contradiction necessitates that T&D leaders and executive teams take action. This requires innovative approaches to organizational alignment, measurement, technology, and design.
Skill gaps that reduce performance and adaptability will widen if organizations don't invest in employee skills as automation and technological advancements speed up skill obsolescence.
But those that get it right? They're creating significant competitive advantage through faster adaptation, stronger talent retention, and more innovative cultures.
So where does your organization stand? Are you treating T&D as a strategic imperative or an administrative necessity? The answer might determine whether you're preparing for the future or playing catch-up.
Want to dive deeper into these insights and learn specific strategies for enhancing your T&D function's strategic impact? Download our full "Training & Development: State of the Industry 2025" report to access comprehensive data, detailed recommendations, and practical implementation advice.