By now, generative AI (GenAI) is widely known for its ability to create content—written or visual—and it has certainly already upended many industries. But use cases are continually emerging and one that is particularly relevant to our readers is learning and development (L&D).
“Companies are slowly embracing AI, not just to streamline operations but to rethink how they train and develop employees,” says Nicholas Wyman, a future work expert, author, speaker and president of the Institute for Workplace Skills & Innovation.
“The influx of AI into business makes it clear—training must be rebooted and refreshed,” Wyman says. “AI is already reshaping learning, helping employees reskill and upskill by tailoring content to their needs, automating assessments, and identifying knowledge gaps in real time.”
Opportunities—and Challenges
“Generative AI transforms how organizations approach training and development, offering new ways to create, deliver, and refine learning experiences at scale,” says Sam Dorison, co-founder and CEO of ReflexAI.
For years, says Dorison, training programs have struggled with the same challenges, notably “How do we provide meaningful, real-world training? How do we measure skill development in an actionable way? How do we ensure learning is both scalable and personalized? How do we improve time to proficiency?”
AI, says Dorison, has the ability to address all these areas. “AI-generated content is being used to rapidly develop training materials, ensuring that learning programs stay current and adaptable,” he says. “Simulations and scenario-based learning are becoming more immersive, allowing learners to engage in real-world conversations rather than just absorbing static content. With AI-driven assessment models, organizations can move beyond completion metrics and start measuring real skill development.”
Bob Gourley is Chief Technology Officer at OODA and the author of The Cyber Threat. He points to some specific ways that AI is empowering and improving learning and development efforts for organizations of all kinds:
- Building smarter training materials. Training content created by AI is not copy-and-paste courses, Gourley notes. “If training is required by a Chief Information Security Officer (CISO), content is developed by AI around leadership decisions. If training is required by an analyst, hands-on exercise content is delivered by AI. No time is now consumed by non-applicable content.”
- Interactive learning. It’s no longer necessary for workers to simply sit through video presentations, Gourley says. “We’ve used AI chatbots trained by The Cyber Threat and other sources of experts to have workers practice cyberattack situations in life. It’s like training with a coach who is able to present problems to you and guide you through solutions.”
- Enhanced testing and feedback. Traditional training programs, says Gourley, simply provided “you passed” or “you failed” messages. AI, he says, is better. “It tests where someone is getting stuck and adjusts the next lesson to drill down weaknesses,” he says. “If an analyst responds to a question about phishing attacks in an incorrect manner, his subsequent training session has more content in that area.”
AI, says Gourley, is really good at making training personalized. “It can adjust lesson material in real time, which saves companies money and time. It is fun and engaging to learn.” But, he adds, it’s not perfect. “We’ve seen it go wrong most especially while trying to simplify things that are complicated. This is why an expert should always double-check content before making use of it.”
Dorison agrees. “AI is only as good as the data and design behind it,” Dorison says. “Poorly built AI models can reinforce bias, oversimplify complex interactions, or lack the nuance needed for high-stakes training. The most successful applications of generative AI in learning and development pair technology with human oversight, ensuring that AI enhances training rather than replacing critical elements of human judgment and experience.”
Best Practices
“For anyone looking to integrate generative AI into their training programs, the key is to start with a clear understanding of what success looks like,” Dorison advises. “AI should help learners get better at their jobs and not just complete more training faster. When used thoughtfully, training and development programs using generative AI have the potential to make training more relevant, engaging, and measurable.”
At ReflexAI, Dorison shares, they’re seeing the real impact that applying GenAI appropriately in L&D can have. “Our benchmarks show that when an organization’s strategy is well planned and part of a broader training curriculum, generative AI training use can reduce the manual time spent on training by more than 50% and improve speed to proficiency by 34%,” he says.
“Leaders should consider how GenAI can be used as a coaching tool to supplement and personalize existing training and development programs, and to help people to reach their maximum potential,” suggests Simon Brown, EY Global Learning & Development Leader. He offers an example from EY which has rolled out “EYQ”—an ecosystem of GenAI capabilities available to all EY people allowing customized learning to deepen their knowledge and skillsets.
“EYQ not only helps our people brainstorm ideas and explore new topics, but more importantly, ask questions tailored to their roles,” Brown says. “We recently rolled out a learning program to all EY employees on using GenAI as your thought partner, which included using EYQ to explore how AI will impact each person’s role.”
Another EY example is Career Hub, an AI-empowered tool that creates skills profiles for EY employees—helping them take inventory of their skills and empowering them to evolve their careers. “This helps them showcase their qualifications, identify skill gaps, and focus on areas for growth,” Brown says. “The data also helps EY manage its workforce to meet current and future market demands, which is increasingly important as the nature of work continues to evolve and roles change with the explosion of new emerging technologies.”
“Transparency is key—employees need to understand how AI is shaping their learning paths and career development,” Wyman says. “Just like AI transformed design by making professional tools accessible, training is following the same path—giving employees more control over their learning.”
The best approach, according to Wyman: “Use AI to enhance human expertise, not replace it. Thoughtful AI integration isn’t about keeping up with competitors but about growing business in a way that’s both efficient and ethical.”
Humans must always be kept in the loop, Gourley advises. “AI can aid, but professionals need to double-check training to guarantee correctness.” AI says Gourley “is not replacing experts—it’s improving them.”
Brown agrees. “While GenAI is an incredibly powerful tool when it comes to building, shaping and advancing learning and development programs for our people, it must be managed responsibly and cannot replace the value of human-led interactions, training and guidance.”
Lin Grensing-Pophal is a Contributing Editor at HR Daily Advisor.