A groundbreaking study by RedThread Research indicates a significant shift in how employees approach skill enhancement, with a pronounced preference for direct manager feedback over conventional learning and development (L&D) frameworks. This revelation challenges long-standing paradigms in corporate training and signals an urgent need for organizations to recalibrate their talent development strategies to align with modern employee expectations and the realities of the contemporary workplace. The findings, published in June 2026, suggest that L&D functions must evolve from operating in isolated silos to becoming integrated, tactical enablers of learning directly within the flow of work.
The Shifting Sands of Skill Development
For decades, corporate L&D departments have largely relied on structured, often formal, programs to foster employee growth. These "traditional development frameworks" typically encompass a spectrum of offerings, from classroom-based workshops and e-learning modules hosted on Learning Management Systems (LMS) to standardized certification courses and extensive curriculum paths. The underlying assumption has been that a well-designed, centrally managed curriculum is the most effective way to upskill a workforce. However, RedThread Research’s latest analysis, drawing insights from numerous organizations, presents a compelling counter-narrative. Employees, it appears, find more immediate and actionable value in the informal, continuous feedback loop provided by their direct supervisors. This inclination highlights a fundamental disconnect between the supply of traditional L&D resources and the demand for practical, context-specific guidance that directly impacts day-to-day performance.
The research points to a broader trend reflecting the acceleration of skill obsolescence and the dynamic nature of job roles, particularly in technology-driven sectors. In an environment where the shelf-life of a skill can be remarkably short, employees are naturally gravitating towards learning mechanisms that offer agility and direct applicability. Manager feedback, by its very nature, tends to be timely, personalized, and directly relevant to an employee’s current projects and responsibilities. This contrasts sharply with generic training programs that may not always address immediate performance gaps or emerging skill requirements.
The Disconnect: Why Traditional Frameworks Fall Short
RedThread Research’s observations reveal that a majority of L&D functions continue to operate "at a distance from the work." This spatial and conceptual separation means that L&D initiatives are often designed and delivered without sufficient embeddedness in the daily operational realities of employees. This "distance" can manifest in several ways: training content that is theoretically sound but practically irrelevant, development cycles that are out of sync with project timelines, or learning platforms that feel disconnected from the tools and workflows employees use every day.
The consequences of this disconnect are significant. When L&D is perceived as an external, supplementary activity rather than an integral part of work, engagement levels drop, and the transfer of learning to actual job performance becomes tenuous. Employees may complete mandatory training, but if they don’t see an immediate application or feel that the content is directly addressing their challenges, the return on investment for the organization diminishes. This phenomenon contributes to what is often termed "learning fatigue," where the sheer volume of available learning content overwhelms employees without necessarily enhancing their capabilities in a meaningful way.
Conversely, the study found that in organizations where this gap between L&D and the actual work has been successfully bridged, the L&D function becomes markedly more effective. These "closer-to-the-business" L&D teams demonstrated a stronger connection to overarching business objectives, were more likely to be involved in strategic decision-making, and exhibited greater confidence in their data-driven insights. Furthermore, these integrated L&D leaders were observed to consult a wider array of team members, fostering a more collaborative and responsive approach to shaping organizational strategy. This suggests that proximity isn’t just about physical location, but about a deep understanding of business needs and a willingness to integrate learning directly into operational processes.
Manager as Mentor: The New Catalyst for Growth
The prominence of manager feedback in employee development underscores a critical, yet often underappreciated, aspect of organizational learning: the manager’s pivotal role as a coach, mentor, and facilitator of growth. Unlike formalized training programs, manager feedback is inherently contextual, delivered in real-time, and often accompanied by opportunities for immediate application. Whether through regular one-on-one meetings, performance reviews, or informal check-ins, managers are uniquely positioned to observe an employee’s work, identify specific areas for improvement, and provide tailored guidance.
This preference for direct managerial input aligns with broader psychological principles of learning, which emphasize the importance of relevance, immediacy, and actionable advice. When a manager provides feedback on a specific project or task, the employee can often implement that advice immediately, leading to tangible improvements and a reinforcing learning experience. This iterative process of feedback, application, and refinement is far more effective for skill acquisition than passive consumption of generic content.
Moreover, the quality of manager feedback is directly tied to the manager’s own leadership skills, emotional intelligence, and ability to foster a supportive learning environment. As employees increasingly look to their managers for developmental guidance, organizations must recognize the imperative to equip managers with the necessary coaching and feedback skills. This includes training on how to deliver constructive criticism, set clear expectations, delegate stretch assignments, and create opportunities for employees to apply new skills under supervision. Without this foundational support, the potential of manager-led development may not be fully realized.
A Call for Proximity: Bridging the L&D-Work Gap
Dani Johnson, co-founder and principal analyst at RedThread Research, articulated a compelling vision for the future of L&D, suggesting a fundamental redefinition of its role within the enterprise. "Some leaders are looking at their role not as a strategic pillar that needs to be invited to all of the tables, but rather as a strategic-tactical team on the ground that enables things wherever they are," Johnson stated. This perspective advocates for L&D to become less of a standalone, centralized department and more of an agile, embedded force that facilitates learning directly within business units and teams.
Johnson further elaborated on this hypothesis: "Our hypothesis is that L&D becomes a tactical operator that enables things in the organization, rather than a standalone silo on the side." This transformative view suggests a shift from L&D acting as a content provider or program administrator to becoming a "learning enabler" that empowers managers and teams to drive their own development. This could involve L&D professionals acting as consultants, curating relevant resources, designing micro-learning interventions, or providing tools and frameworks for peer-to-peer learning, all while maintaining a close connection to the day-to-day work. The ultimate goal is to make learning an intrinsic part of work, rather than an activity separate from it.
Investment Priorities: Performance Over Pedagogy
The shift in employee preference is mirrored by a changing landscape in L&D investment priorities. The RedThread study found that L&D leaders are increasingly prioritizing investments in development technology that focuses on "performance on the job." This area ranked higher than both content creation and content management, indicating a significant strategic pivot. This emphasis on performance is a positive indicator, as it suggests a move towards tools and platforms that support immediate application and improvement in real work scenarios.
Johnson highlighted the significance of this shift: "A lot of the technology has focused on managing and creating experiences. And now, for the first time ever, we’re focusing on performing more on the job. That is a very positive step." This new focus suggests a move away from purely didactic learning systems towards performance support tools, intelligent coaching platforms, and systems that integrate learning directly into workflows. Examples might include embedded learning nudges within enterprise software, AI-powered feedback tools, or platforms that facilitate peer learning and knowledge sharing within teams. The objective is to make learning seamless, contextual, and directly beneficial to an employee’s performance in their current role.
The Evolving Landscape: Broader Industry Trends
The findings from RedThread Research are not isolated; they resonate with broader industry trends and other recent reports that underscore the urgent need for more agile and integrated learning strategies. Info-Tech’s IT Talent Trends 2025 report, for instance, highlighted that many companies’ training cycles are failing to keep pace with the rapidly evolving needs of information technology workers. Despite the constant evolution of IT employees’ core responsibilities, many organizations continue to treat learning as "a periodic initiative rather than as part of operational execution." This episodic approach to training is proving inadequate in sectors characterized by rapid technological change and continuous innovation. The report implicitly supports RedThread’s findings by demonstrating the inadequacy of traditional, time-boxed learning interventions in dynamic environments.
Further validating the increasing strategic importance of employee development, HR Dive’s 2026 Identity of HR survey reported a notable increase in the number of respondents who cited employee training as a top priority for their company. The percentage rose from 5% to 9% year over year, a significant 4-percentage-point jump. While still a relatively small percentage compared to other HR priorities, this upward trend signifies a growing awareness among HR leaders about the critical role of talent development in organizational success. This increased focus, coupled with RedThread’s insights, suggests that HR and L&D functions are at a pivotal juncture, needing to evolve their approaches to meet these heightened expectations effectively.
Deep Dive: The 70-20-10 Model and Modern Learning
The preference for manager feedback and on-the-job learning strongly aligns with the widely recognized 70-20-10 model for learning and development. This model, originally formulated by McCall, Lombardo, and Morrison at the Center for Creative Leadership, posits that individuals learn most effectively through a combination of experiences:
- 70% from challenging assignments and on-the-job experience: This includes learning from successes and failures, solving problems, and taking on new responsibilities. This directly correlates with the effectiveness of manager feedback and stretch assignments.
- 20% from developmental relationships: This includes feedback, coaching, mentoring, and observing others. This is precisely where manager feedback and peer learning come into play.
- 10% from formal coursework and training: This encompasses traditional classroom learning, e-learning, and structured programs.
The RedThread Research effectively demonstrates that many organizations have historically over-invested in the "10%" while under-leveraging the far more impactful "70%" and "20%." By recognizing the power of manager feedback, organizations can more effectively tap into the vast potential of experiential and relational learning. A 2019 LinkedIn Learning report found that 92% of learning professionals believe that soft skills, often best developed through experience and feedback, are as important or more important than hard skills. Furthermore, a study by Deloitte revealed that organizations with strong coaching cultures report 21% higher employee engagement. These statistics further underscore the strategic value of fostering environments where continuous feedback and on-the-job development are prioritized.
Empowering Managers: A Crucial Next Step
The implications of RedThread’s findings for managerial roles are profound. Managers are no longer just taskmasters or performance evaluators; they are becoming indispensable architects of employee development. This elevated role necessitates a significant investment in manager training and support. Organizations must equip their managers with advanced coaching skills, effective feedback techniques, and the ability to identify and delegate appropriate "stretch assignments" that foster growth.
Training programs for managers should focus on:
- Active Listening: To understand employee needs and challenges deeply.
- Constructive Feedback: How to deliver feedback that is specific, actionable, and encouraging.
- Coaching for Development: Moving beyond problem-solving to empowering employees to find their own solutions.
- Goal Setting and Performance Management: Linking daily tasks to broader developmental objectives.
- Mentorship and Sponsorship: Understanding how to guide and advocate for their team members’ careers.
Beyond training, organizations must create a culture that supports managers in this developmental role. This includes allocating sufficient time for coaching conversations, providing access to resources for personalized development, and recognizing and rewarding managers who excel at talent development. Without this holistic support, the increased reliance on manager feedback could overwhelm managers and lead to inconsistent developmental experiences for employees.
The Strategic Imperative for L&D Leaders
For L&D professionals, RedThread’s research presents both a challenge and an immense opportunity. The traditional L&D operating model, focused on centralized content creation and delivery, is increasingly outdated. The imperative now is to transform L&D into a strategic partner that facilitates learning across the organization, rather than simply delivering it. This transformation requires L&D leaders to:
- Become Business Acumen Experts: Develop a deep understanding of the organization’s strategic goals, business challenges, and operational realities.
- Act as Learning Consultants: Advise business units and managers on the most effective learning strategies for specific needs, often leveraging informal and on-the-job methods.
- Curate and Connect: Shift from creating all content to curating the best available resources and connecting employees with internal and external experts.
- Champion Learning Technologies that Enable Performance: Invest in tools that integrate learning into workflows, provide performance support, and facilitate real-time feedback.
- Measure Impact, Not Just Completion: Focus on metrics that demonstrate improved performance, productivity, and business outcomes, rather than just training hours or completion rates.
- Foster a Culture of Continuous Learning: Promote experimentation, psychological safety for learning from mistakes, and peer-to-peer knowledge sharing.
This shift will require L&D teams to upskill themselves, moving beyond instructional design to roles that encompass data analytics, change management, organizational development, and technology integration.
Benefits Beyond Skills: Engagement and Retention
The implications of adopting a more manager-centric, on-the-job learning approach extend far beyond just skill acquisition. When employees feel their development is directly supported by their managers and integrated into their daily work, it significantly boosts engagement. A Gallup study found that employees who feel their manager is invested in their development are almost four times more likely to be engaged. Engaged employees are more productive, innovative, and committed to their organizations.
Furthermore, a strong focus on personalized development through manager feedback can be a powerful tool for talent retention. In a competitive labor market, employees often cite opportunities for growth and development as a primary factor in their decision to stay with an employer. When organizations demonstrate a genuine commitment to an employee’s career progression through consistent, relevant feedback and developmental opportunities, it fosters loyalty and reduces costly turnover. A 2022 PwC survey indicated that 77% of workers are ready to learn new skills or completely retrain, and 40% believe their company will train them with the necessary skills, highlighting the expectation of employer-provided development.
Looking Ahead: The Future of Enterprise Learning
The insights from RedThread Research mark a pivotal moment in the evolution of corporate learning. The future of enterprise learning is increasingly decentralized, personalized, and embedded within the flow of work. It is a future where managers are recognized as frontline learning facilitators, where L&D functions act as strategic enablers, and where technology supports performance and immediate application rather than just content consumption. Organizations that embrace this paradigm shift will be better positioned to cultivate agile, skilled workforces capable of navigating the complexities and rapid changes of the modern business environment. The emphasis will move from "training programs" to a pervasive "learning culture," where development is an ongoing, organic process that empowers employees to continuously adapt, grow, and contribute effectively to organizational success.
