McKinsey Learning Trends 2025: Building skills for an adaptive future
This week’s TalentTech Weekly turns to McKinsey’s 2025 perspective on learning and development. Drawing on global insights, the report identifies three forces reshaping how organizations approach upskilling: the rise of fluid development ecosystems, the need for responsible AI adoption, and the push for greater adaptability and resilience. Together, these trends indicate a future where learning is not an isolated activity, but an embedded, continuous process that underpins workforce strategy.
Fluid development ecosystems are replacing static training models
Traditional L&D models that rely on periodic courses or classroom-style training are giving way to fluid ecosystems. McKinsey emphasizes that learning is becoming more embedded into daily workflows, supported by digital platforms and AI-driven personalization. This shift acknowledges that skills evolve faster than traditional training cycles can keep up with. In fact, 79% of executives surveyed say their organizations need to move toward continuous learning to remain competitive.
Companies must create environments where employees can learn, practice, and apply new skills in real time. That means building partnerships between HR, business units, and technology teams to ensure learning is contextualized and directly tied to evolving business needs. Organizations that adopt fluid ecosystems are already reporting higher engagement and stronger retention rates, especially among younger generations who expect learning to be seamlessly integrated into their work.
Examples of fluid ecosystems are emerging in industries like financial services and healthcare, where employees must keep pace with constant regulatory and technological changes. In these sectors, companies are using AI-enabled platforms to recommend microlearning modules at the point of need, allowing workers to apply new knowledge to client interactions or patient care immediately. Retailers are experimenting with peer-to-peer learning networks that encourage collaboration across dispersed workforces. Each of these approaches reflects a departure from the traditional, top-down training model in favor of one that is agile and responsive.
Over the next five years, AI technology could create 11 million jobs globally
McKinsey notes that while AI has been rapidly adopted across enterprises, only 15% of organizations report feeling confident in their workforce’s ability to use AI responsibly. The gap is not just technical but ethical. Nearly two-thirds of employees surveyed expressed concerns about bias, privacy, and misuse of generative AI systems.
“Over the next five years, AI technology could create 11 million jobs globally while displacing 9 million. As technologies advance, similar shifts are likely, increasing the urgency for dynamic reskilling efforts and predictive measures to stay ahead of these changes.”
The takeaway for L&D leaders is that AI training must extend beyond functionality. Building responsible AI literacy means teaching employees how to evaluate outputs critically, understand limitations, and apply governance standards. This requires blending technical upskilling with ethical decision-making frameworks. Companies that fail to embed responsible AI learning risk not only reputational damage but also regulatory consequences. Conversely, those that lead on AI literacy will position themselves as trusted employers in an era where digital trust is paramount.
Practical steps are already underway in some forward-facing organizations. In Europe, several banks have integrated AI ethics training into mandatory compliance programs, ensuring employees are equipped to identify and report problematic AI behavior. In Australia, healthcare providers are piloting programs where clinicians are trained to evaluate AI-generated diagnostic suggestions, balancing machine input with human judgment. These initiatives highlight how responsible AI adoption is not only a technical skill but also a cultural competency that must be nurtured across industries.
On average, 1 in 4 employees within an organization is at high risk of burnout
The third trend centers on adaptability. According to McKinsey, 70% of executives say their organizations face accelerating disruption in skills demand. With half of today’s job activities predicted to be automated or transformed by AI and technology within the next decade, resilience is no longer optional. It is the defining characteristic of a future-ready workforce.
“It has been reported that, on average, 1 in 4 employees within an organization is at high risk of burnout. The Future of Jobs report indicates that supporting employee health and well-being has become a top priority for organizations. However, employees placed a much higher value on working hours, pointing to a need to go beyond surface-level solutions and address the systemic root causes of this problem.”
For talent leaders, this means shifting the focus of learning from static skill acquisition to cultivating adaptability itself. Employees must be empowered to navigate ambiguity, pivot to new technologies, and learn how to learn. McKinsey highlights examples of organizations experimenting with “resilience training,” scenario-based learning, and leadership programs that emphasize agility. Embedding adaptability into the culture ensures that employees are not just skilled for today’s challenges but are capable of thriving amid tomorrow’s uncertainty.
Industry examples illustrate how this is playing out. In manufacturing, companies are designing training simulations that expose employees to crisis scenarios, from supply chain disruption to equipment failure, helping them develop decision-making skills under pressure.
In the technology sector, some organizations are experimenting with rotational programs that move employees between teams to build versatility and cross-functional expertise. These practices are designed to cultivate a workforce that is not rigidly defined by job descriptions but instead able to flex across roles as business needs evolve.
Executives are expected to model adaptability by embracing experimentation and learning from failure. McKinsey points out that leadership development programs are beginning to incorporate modules on managing uncertainty, emotional intelligence, and systems thinking, equipping leaders to steer their organizations through periods of volatility.
The leaders who thrive in this new environment will be those who are not only decisive but also open to recalibration as new information emerges.
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Written by: Alexandra Paasch
Organizational Learning Manager at CinnaGen
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