Learner engagement: How to increase your employees' motivation to learn

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Monja Eberlein

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Updated:

2025

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Fun in learning, personal initiative and a natural commitment of employees to further training - does this sound more like utopia than reality to you? In fact, many HR developers in companies complain about employees' passive attitude to learning. In this article, we get to the bottom of why this is the case and how you can increase your employees ' motivation to learn.

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Would you like to know why talent management programs are not being implemented or why training budgets are barely being used? When it comes to learning, many companies talk about a "passive" workforce that mainly learns when it has to. The wish of those responsible for further training: More motivation! What they want most is long-term 'learner engagement', i.e. a fundamental enthusiasm for learning content and a willingness to learn new things independently.

Before discussing some of the reasons and measures here, it should be briefly stated in advance that it is rarely due to the desire of the employees. Rather, there is often a lack of suitable learning opportunities and the right approach at various levels to activate employees and promote their independence.

Desire to learn - motivation is also a question of motives

First of all, it is important to understand: There are different forms of motivation and there are different reasons why a person has a drive to learn. Some people pursue their own development independently. The motive for this would be, for example, to have better opportunities on the job market. Others simply enjoy discovering what is on offer or are curious about unknown insights or experiences. It is important that different motives and needs are reflected in the learning worlds through an appropriate offer.

Relevance also generates motivation. Personnel development should take individual interests and personal motivations seriously and support them. It is also important that employees who do not have their own motives are shown learning motives. It should always be clear what the Learners gets out of it. Otherwise, motivation or even enthusiasm will get stuck in the initial approach. In the best case scenario, managers and HR developers always make learning a central topic: people should be allowed to experience the value, purpose and (strategic) goal of learning in a company.

Activating people means getting them involved

In today's world, involving people in decisions is a matter of course. This applies not only to politics and local authorities, but also to learning in companies. This also includes the ability to decide when, what and how to learn. People are used to having choices. They are used to making decisions themselves. Companies should make use of this internalized routine and focus on independent learning. employees should be supported in formulating motives and plans, achieving self-imposed goals and reflecting on progress.

It is particularly motivating when one's own learning needs are satisfied. When learning is no longer only characterized by specifications and obligations, assignments, certificates or rewards. Nowadays, freely selectable offers are particularly important. Companies need a healthy mix of learning content with a variety of methods. In this way, people can be activated and met with their individual needs. This is the only way to arouse and maintain enthusiasm.

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Reference

Learning and working belong together

Whenever there is talk of self-directed and independent learning, the objection is usually that there is not enough time in everyday life. This argument has its origins in traditional learning, which has mainly taken place formally for decades. However, the world of learning is currently at a turning point. Learning is becoming less and less time-consuming. There is a growing awareness that training sessions that take place two days at a time are not suitable for every learning objective.

There should now be a wide range of development opportunities in companies, including short learning units and offers that go beyond (legally mandatory) training courses. Learning is becoming an increasingly natural part of everyday life; in most sectors, digitalization means that it is simply no longer possible or expedient to separate learning from work. Learning is becoming more diverse and can now take place during project-based work or be combined with gamification elements to create additional motivational factors. Learning managers support the integration of learning into everyday life through communicative measures, appropriate leadership, but also through technology, such as a suitable learning platform.

Modern technology can also support learning

Today, modern software solutions can filter learning opportunities and automatically suggest content. For example, some learning experience platforms work with artificial intelligence so that content recommendations are personalized and user-oriented. This increases the relevance of learning opportunities for learners and thus boosts their motivation to learn.

However, continuing professional development in companies is often only formally oriented. Informal and entertaining offers that stimulate the desire to learn, encourage active participation and motivate employees are often not yet available in every company. This cements a passive approach to learning. There are plenty of agile forms of learning such as learning on the job and rotation days, as well as modern methods such as working out loud, which are very well suited to activating Learners .

Successful learning through autonomy and personal responsibility

When people act, interact and are active voluntarily, then an enormous impact unfolds. This also applies to learning. Simply having the opportunity to choose learning content from a wide range of options is perceived as an act of self-determination and gives learners autonomy and freedom of choice. People are already used to this kind of behavior in their private lives. It is time to transfer these routines to everyday working life so that employees can decide for themselves what motivates, activates and drives them.