This Digital Brief explores the critical role of online learning strategies in attracting and retaining top-tier digital talent in the rapidly evolving ICT sector. It starts out by mentioning the various challenges companies face in recruiting and retaining skilled professionals in the face of fierce competition, coupled with high demand. It then gives arguments to highlight the important role online learning programs play in providing flexible, personalised, and engaging educational experiences – all essential factors to keep skilled employees and ensure work satisfaction. Key approaches such as storytelling, gamification, adaptive learning, and learning analytics are then described, showcasing their effectiveness in enhancing learning outcomes and fostering a long-term, committed and resourceful workforce. In doing so, the brief underscores the pivotal roles of learning architects and instructional designers in developing these innovative learning solutions, ensuring alignment with organisational goals and continuous skill development. By adopting these strategies, companies can not only overcome recruitment and retention hurdles but boost innovation and maintain a strong, competitive edge in the digital economy.
Background
This Digital Brief addresses the capabilities of emerging online learning strategies to attract and retain digital talent across companies. To do this, the paper starts out by providing an overview of the challenges faced by organisations in this area. It then introduces some basic characteristics of online learning before diving into the key profiles put in charge to design and implement teaching strategies (instructional designers, learning architects, etc). Finally, it looks at the educational innovations that online learning enables and offers a summary of the design process of these innovations – and how exactly they are built.
Companies’ challenges in (recruiting and) retaining ICT profiles
Getting more ICT experts on board for the Digital Decade
In the rapidly-evolving landscape of Information and Communication Technology (ICT), businesses face significant challenges in attracting and retaining top-tier digital experts. The struggle stems largely from fierce competition in the tech sector, where skilled professionals are in high demand across global markets. These specialised roles are needed to surpass the current challenges of the digital economy in Europe, where the shortage of available staff with the right set of skills is hampering investments for a staggering 85% of EU firms. In this sense, the EU’s share of global revenue in the ICT market has drastically fallen in the last decade, from 21.8% in 2013 to 11.3% in 2022 according to the Digital Decade annual report of the European Commission. The report equally notes the EU’s high dependency on foreign countries for over 80% of its digital products, as well as for major services, infrastructures, and intellectual property). Thus, the European Commission, 2023 notes that this ICT profiles’ competition directly impacts European businesses (e.g., limited access to digital marketplaces and missed business opportunities, or inefficient customer engagement). All in all, EU companies must navigate a complex array of hurdles to secure and keep the talent necessary to drive innovation and maintain a competitive edge.
Catching up with 2030: challenges ahead
One of the primary challenges is the sheer scarcity of highly-skilled digital experts. Data from Eurostat, 2023 shows that more than half of companies in Europe (62.8%) recruiting ICT specialists experienced difficulties filling vacancies; and Europe alone may face a shortage of close to 8 million experts by 2030, falling short of the 20 million target set for the start of the next decade, indicating a global trend (Eurostat, 2023 – Statistics Explained). The picture varies from one EU Member State to the next. For instance, countries like Slovenia (78%), Czechia (77%) or Germany (76.6%) had more difficulties in filling ICT vacancies, according to Eurostat (see Figure 1). Others had fewer struggles: Poland (46.5%), Bulgaria (46%) or Spain (32.8%). These numbers arise due to a lack of applications or relevant qualifications and experience, and high salary expectations.
Taking into account the size of companies, and again according to Eurostat, large enterprises suffer a slightly higher percentage (72.2%) of difficulties in hiring ICT profiles. However, the percentages of small enterprises (59.9%) and medium-sized ones (63.7%) are equally high (see Figure 2. Enterprises having hard-to-fill vacancies for ICT specialists by size class).
It is also worth noting that women remain underrepresented in technology. The gender gap in ICT specialists is still substantial, with merely 20% of the total ICT workforce being made up of women in the European Commission’s 2023 State of the Digital Decade report. However, women’s presence in ICT has been rising (albeit at a slow pace) since 2014. Correspondingly, men’s involvement in ICT jobs has decreased since 2014, but remains, on average, almost 5 times higher than for women (see Figure 3). It is thus evident how closing this gender gap would significantly boost the total number of ICT specialists in employment.
The scarcity of ICT profiles elevates the stakes in recruiting, as companies must not only identify suitable candidates but also entice them away from lucrative offers elsewhere. Effective recruitment strategies often involve not only competitive salary packages but also appealing organisational cultures and opportunities for personal and professional growth.
Getting digital experts to stay: retention challenges
Retention of ICT specialists also hinges on providing clear career progression pathways. Talented professionals are often keen to advance their careers and take on new challenges. Without clear opportunities for growth within an organisation, they are likely to seek opportunities elsewhere. Companies need to implement structured career development plans that outline potential trajectories and milestones for their employees. This not only helps keep employees engaged and motivated but also solves the side challenge of the rapid pace of technological change: ICT professionals must continuously update their skills to keep up with new tools, programming languages, and methodologies.
And indeed, the 2024 LinkedIn Workplace Learning Report highlighted that 90% of organisations are concerned about employee retention, and providing learning opportunities is the first retention strategy (see also Figure 4 further down). More particularly, almost 1 in 10 companies in the EU recruited or were trying to recruit ICT profiles, but 62.8% of those companies reported difficulties in filling those roles. Consequently, organisations must invest in developing robust training programmes and provide access to the latest educational resources if they want maintain a skilled and competitive workforce.
The scarcity of ICT profiles elevates the stakes in recruiting, as companies must not only identify suitable candidates but also entice them away from lucrative offers elsewhere. Effective recruitment strategies often involve not only competitive salary packages but also appealing organisational cultures and opportunities for personal and professional growth.
Size-wise, SMEs are much less likely to offer or finance training for their employees compared to large companies. Figure 5 shows how small firms with less than 5 employees are about 3 times less likely than large firms to offer “learning opportunities” or “off-the-job training”. Compared to their larger counterparts, smaller employers are much less likely to have a formal training plan or a budget set aside for training-related activities. Less frequently than average, smaller firms that do offer some off-the-job training also tend not to provide training leading to formal qualifications – and this has been the case for the last 2 decades (Johnson, 2002).
Recognising the need for companies to invest heavily in continuous learning and development opportunities to remain attractive to current and potential employees, the EU has developed a range of strategies to foster skills across levels. The 2016 Skills Agenda for Europe aimed to promote lifelong learning, support green and digital transitions, and build a more resilient and competitive workforce). The European Skills Agenda of 2020 builds on the initial strategy to draw and rearrange priorities in both up- and re-skilling. The 2018 Council Recommendation on Key Competences for Lifelong Learning is a policy framework identifying 8 key competences essential for personal development, employability, and active citizenship – and digital skills is in that mix. which include digital skills). The Commission’s Digital Education Action Plan (2021-2027) further outlines a range of measures to support the digital transformation of education and training systems across the EU).
Companies are directly employing various strategies to address these challenges too. These include strengthening employer branding, which involves, among others, continuous skill development, evolving workforce expectations and career progression. The remaining text particularly addresses how online learning strategies are key for retaining talent in companies.
Online learning programs’ role in digital talents’ retention
Implementation of robust online learning programs is a critical component of companies’ strategy for attracting and retaining top digital talent, while also contributing to maintaining a competitive advantage (according to the 2023 Future of Jobs report by the World Economic Forum, 81% of companies consider investing in learning and on-the-job training to be a key strategy for delivering their business goals –see Figure 6.
Then, these online learning programs play a significant role in employee retention by providing flexible, personalised, and innovative learning opportunities, which are essential for career development and job satisfaction. In this sense, studies have shown that employees are more likely to stay with a company that invests in their personal and professional growth (for instance, Hopes, 2023 found that an overwhelming 94% of employees would stay longer at a company if it invested in their career development). This investment fosters a sense of loyalty and commitment, as employees feel valued and see a clear pathway for their career progression within the organisation.
But… what novel characteristics do online learning have to achieve this success?
Flexibility and personalisation
One of the key advantages of online learning is its flexibility. Unlike traditional in-person training sessions, online learning can be accessed anytime, anywhere, making it easier for digital employees to fit learning into their busy schedules. This flexibility is particularly appealing in the current context, where remote and hybrid working models have become more prevalent. Additionally, (Francesc et al: 2019; Tavakoli: 2023), modern online learning platforms often use adaptive learning technologies to personalise the learning experience (e.g., AI-driven content recommendations and ad hoc learning paths).
By tailoring content to meet the specific needs and preferences of each employee, companies can ensure that the learning material is relevant and engaging, thereby enhancing the overall learning experience.
Boosting engagement through innovative learning methods
Online learning also allows for the incorporation of innovative learning methods that can significantly boost engagement and retention of knowledge. Techniques such as gamification, storytelling, and the use of multimedia can transform mundane training modules into interactive and enjoyable experiences. For example, gamification elements like points, badges, and leader boards can motivate employees by introducing a competitive element to learning. Storytelling can make learning more relatable and memorable by presenting information in a narrative format. These methods not only make learning more engaging but also improve the retention of information.
As shown, investing in robust online learning programs is not just a means to keep skills up-to-date, but also a strategic approach to fostering a motivated and committed workforce, and a critical component of talent retention strategies in the modern digital workplace. But… how difficult is it to succeed?
In other words, how is it possible to develop quality online learning experiences with an effective impact on the retention of the digital workforce? In terms of professional roles, although a multitude of profiles contributes to the conception and development of truly impactful online learning tools and courses, 2 of the most critical ones are learning architects and instructional designers, which are presented next.
The role of learning architects and instructional designers in curating the learning experience
In the realm of online learning, learning architects and instructional designers play crucial roles in designing effective and engaging educational experiences. Their expertise is essential in developing learning solutions that align with organisational goals and cater to the diverse needs of employees.
Learning architects
Learning architects are professionals who design the overall structure and strategy of learning programs. They take a holistic view of the educational needs within an organisation and develop comprehensive plans to meet these needs. Their responsibilities include conducting needs assessments, designing curriculum frameworks, and ensuring that learning initiatives are aligned with business objectives and meet organisational needs. Learning architects focus on the big picture, creating a cohesive and scalable learning environment that supports continuous professional development.
Instructional designers
Instructional designers, on the other hand, are more focused on the specifics of creating educational content and experiences. They use instructional theories and models to develop detailed learning materials, including course content, assessments, and multimedia elements. Instructional designers ensure that the content is pedagogically sound and engaging for learners. They often collaborate with subject matter experts to create materials that are accurate and relevant.
The distinctions between these roles can sometimes blur, especially in smaller organisations where one person may wear multiple hats. However, both roles are integral to the success of online learning programs and, together, ensure that online learning experiences are well-structured, relevant, and impactful, driving employee engagement and retention. Figure 8 depicts a summary of the skills and qualities these role should profile.
Why are these roles so important in the corporate learning environment?
In the corporate learning environment, learning architects and instructional designers contribute significantly to the development of effective learning experiences. Their work ensures that learning initiatives are not only educational but also engaging and relevant to the employees’ roles and career aspirations. What is more, a report by Deloitte highlights not only the importance of these roles in creating impactful learning experiences but also leading to increased companies’ innovation (+92%), employees’ productivity (+37%) or employees’ preparation to meet future demand (+58%). All in all, by leveraging their expertise, learning architects and instructional designers help organisations maximise the return on investment in employee development.
As the demand for continuous learning grows, the roles of learning architects and instructional designers will become increasingly important t in helping organisations stay competitive and innovative.
But how do these profiles create effective learning experiences that, in turn, maximise talent retention? The next sections address the most notable online learning strategies impacting talent retention and the main design principles when implementing this kind of learning development.
Key contributions of online learning solutions
Storytelling and gamification are two novel approaches in online learning that aim to make the learning process more interesting and thus more effective.
Storytelling
Storytelling is a powerful tool in corporate online learning, significantly enhancing both engagement and retention of knowledge. Instructional Designers often incorporate storytelling into their materials because presenting information in a narrative format makes learning more relatable and memorable. Research indicates that 63% of individuals retain information better when it’s wrapped in a story, compared to just 5% from standard presentations. Particularly, a recent research study (Medupin, 2024) has found that, after using storytelling as a learning strategy, 89% of respondents said it helped them think more clearly about story structure; 84% said it helped them understand course content better; 63% said it motivated them to learn; and 58% said it was more useful and helpful than direct lecture delivery. This is crucial in a corporate setting where around 40% of people are visual learners, 40% are auditory learners, and 20% are kinaesthetic learners; storytelling effectively engages all these types of learners by combining visual, auditory, and experiential elements (Helps, 2020). Additionally, with average attention spans ranging between 8 seconds and 15 minutes, storytelling helps maintain active attention during learning sessions, making it an invaluable technique for enhancing employee engagement and retention. By embedding training content within compelling narratives, companies can foster a more committed and skilled workforce, ultimately boosting overall performance and job satisfaction.
Gamification
Gamification in eLearning refers to the application of game-design elements and principles in educational contexts to enhance user engagement, motivation, and learning outcomes. This approach incorporates features such as point scoring, leader boards, badges, and interactive challenges to make learning activities more enjoyable and rewarding. By integrating these elements, eLearning platforms can transform traditional training modules into dynamic and interactive experiences that appeal to various learning styles.
Gamification has emerged as a powerful strategy in corporate online learning, significantly enhancing employee engagement and retention. According to a 2019 survey by TalentLMS, 89% of employees reported feeling more productive when their work was gamified, and 88% felt happier and more motivated at work.
Furthermore, companies that have implemented gamified learning solutions have seen a 37% increase in employee engagement. Additionally, research indicates that organisations utilising gamification can improve retention rates by up to 60%.
These statistics underscore the value of gamification in creating an interactive and motivating learning environment that not only enhances learning outcomes but also fosters a more committed and satisfied workforce. Both storytelling and gamification (and any other more traditional approaches) can extend their impact by employing adaptive learning mechanisms.
Adaptive learning
Adaptive learning has become a crucial element in corporate online learning, significantly enhancing employee engagement and retention. Learning Architects and Instructional Designers employ adaptive learning technologies to personalise the educational experience, adjusting content and pace based on individual learner performance and preferences. This tailored approach ensures that each employee receives the most relevant and effective training, thereby increasing retention of information. For example, studies from Colorado Technical University showed how its adaptive learning platform improved course retention rates from 9% to 95%, and pass rates rose by 27%. Additionally, adaptive learning can reduce training costs by utilizing technology such as immersive simulations to measure skill application and dynamically adapt learning journeys based on skill gaps.
With AI becoming increasingly prevalent (used by 35% of companies and expected to be implemented by another 42%) the benefits of adaptive learning are amplified (Gligorea, 2023). Companies that invest in AI are projected to outperform non-AI-implemented companies by 25% by 2026. Overall, the adoption of adaptive learning in corporate training is expected to grow by 22% by 2028, underscoring its importance in enhancing employee potential and retaining top talent. By leveraging adaptive learning, companies can provide a more engaging, efficient, and impactful learning experience, ultimately supporting their long-term success and competitiveness.
Finally, learning analytics methods are nowadays exploited as a data-driven method for ensuring a continuously-optimised and effective learning outcome of adaptive learning strategies.
Learning analytics
Learning analytics is the systematic collection, measurement, analysis, and reporting of data about learners and their contexts to understand and optimise learning and the environments in which it occurs.
This process involves using various data sources and analytical techniques to assess learner performance, engagement, and behaviour, providing actionable insights to improve educational outcomes and support personalised learning paths. Key aspects of learning analytics include data collection, data analysis, reporting and visualisation and actionable insights. There are four categories of learning analytics (descriptive, diagnostic, predictive, and prescriptive) that assist organisations in gathering diverse data and then obtaining the answers to their particular inquiries, contingent upon the requirements of the user. Learning analytics play a crucial role in enhancing the effectiveness of online learning programs in corporate settings, particularly in boosting talent retention. By systematically collecting and analysing data on learner performance and engagement, organisations can make informed, data-driven decisions to refine the content and delivery of training materials. For example, companies that leverage learning analytics can identify specific areas where employees may need additional support, essentially leading to more targeted and effective interventions.
Designing effective online learning solutions
The innovative capabilities offered by today’s new online learning techniques need to be appropriately exploited to deliver impactful learning experiences, driving not only employee engagement and retention but also supporting organisations’ long-term success and adaptability in a rapidly changing business environment. In this sense, designing effective online learning solutions requires a holistic approach that includes comprehensive needs analysis, personalised learner profiling, engaging content development, diverse delivery methods, and continuous assessment and feedback.
Needs analysis and learner profiling
The foundation of any successful e-learning solution starts with a thorough needs analysis. This process involves identifying specific competencies and knowledge gaps within the organisation and understanding the unique needs and preferences of learners. Aligning learning architecture with organisational goals is essential for fostering employee engagement and addressing learning gaps effectively. A comprehensive needs analysis helps tailor the learning experience to ensure relevance and effectiveness. Learner profiling goes a step further by collecting data on individual employees’ current competencies, learning styles, and career aspirations. This information is crucial for creating personalised learning paths that cater to each employee’s needs, thereby enhancing the learning experience and outcomes.
Note how the previously mentioned techniques (i.e., adaptive learning and learning analytics) are integral to needs analysis and learner profiling. Learning analytics, with its systematic collection and analysis of data on learners’ performance and engagement, supports accurate and dynamically updated learner profiling, enabling the creation of personalised adaptive learning paths.
Content development and delivery
Content development and delivery are the cornerstones of any successful online learning program. Here’s how these phases work together.
Development
Instructional designers use different pedagogical theories and models (like Bloom’s Taxonomy) to ensure the material is appropriate for the learning objectives, which may include multimedia elements that can significantly enhance learner engagement; several studies support the important role of multimedia in terms of increased retention, increased engagement, improvement in learning outcomes, or increased learner motivation and persistence.
Delivery
Once the content is developed, how it is delivered is equally important. Modern online learning platforms (commonly known as Learning Management Systems, or LMS) offer a variety of tools, including virtual classrooms, webinars, interactivity, and social networking, to facilitate knowledge exchange and learner engagement. These platforms (like Blackboard or Moodle) allow instructors to manage learner enrolment, track progress, and administer assessments, also involving continuous monitoring and analysis. These features enable the application of the above-mentioned learning analytics / adaptive learning strategies.
By strategically combining well-developed content with a user-friendly delivery platform, companies can create impactful online learning experiences that keep their workforce engaged and empowered.
Assessment and feedback
Effective online learning solutions must include robust assessment and feedback mechanisms to measure learning outcomes and ensure continuous improvement. Assessments should be designed to accurately gauge learners’ understanding and application of the material. This can include quizzes, practical assignments, and interactive simulations that provide real-time feedback. Likewise, feedback is essential for learners to understand their progress and areas for improvement. Regular, constructive feedback helps maintain motivation and engagement, ensuring that learners stay on track and achieve their learning goals. Continuous feedback loops also allow instructional designers to refine and improve the learning content and delivery methods based on learner performance data.
Conclusion
The war for top-tier digital talent is a fierce one, and companies are struggling to both attract and retain these highly skilled professionals. The fierce competition and high demand for skilled professionals require companies to implement innovative strategies to stay competitive. A key strategy for success lies in robust online learning programs through methods such as storytelling, gamification, adaptive learning, and learning analytics. These kind of programs offer a multitude of benefits, including: flexibility (employees can access learning materials anytime, anywhere, fitting learning into their busy schedules), personalisation (adaptive learning tailors content to individual needs and preferences, ensuring relevance and engagement), engagement (techniques like storytelling and gamification transform dry training modules into interactive and enjoyable experiences), or retention (engaging and effective online learning experiences lead to a more knowledgeable and satisfied workforce, with higher retention rates). As the demand for digital talent continues to grow, businesses that prioritize comprehensive and innovative learning solutions will be better positioned to drive innovation and maintain a competitive edge in the digital economy.
About the author
Josué Iglesias is a Telecommunications Engineer with more than 15 years as an ICT professional. With experience both in private companies (Ericsson, Telefónica R&D, etc.) and in the public sector (as a university researcher and professor), he is currently focused on ICT innovation consultancy, specialising in highly technological environments (AI, IoT, Blockchain, etc.) applied to a wide variety of sectors (health, mobility, finance, creative cultures, etc.). An expert in technical proposal writing, his activity focuses on European programmes (Horizon Europe, EIC Accelerator, Eurostars, etc.), but also on USA initiatives (e.g., SBIR/STTR). His technical background and experience are complemented by specific training in communication and innovation management. He has recently been hired as an associate professor at the Complutense University of Madrid – where he teaches several subjects related to computational linguistics.