Make Learning Matter: Aligning Development with Career Stage

Learning and development (L&D) programs are essential for helping employees grow, adapt, and deliver value. But the way organizations deliver development opportunities, along with how employees experience them, can dramatically shape how effective those efforts are. Understanding the development needs of employees at each stage is critical, as we’ve observed that many organizations fall short when it comes to developing their mid- and late-career talent.

New data from the Center for Workforce Transformation’s Workforce Panel data – including responses from more than 3,000 employees – reveals how perceptions of career opportunities, recognition, and training vary depending on where and how people work. And while the differences are real, they also point to clear areas of opportunity.

Recent data from our Center for Workforce Transformation panel highlights that while most organizations are offering learning opportunities, the approach matters just as much as the content. The difference between development that feels “done to” employees and development that is done “with” them can have lasting effects on engagement, retention, and performance. 

And as our findings show, career stage also plays a meaningful role in shaping how employees perceive and benefit from these initiatives. To provide employees with development that sticks, organizations must ensure that learning is collaborative (not directive), aligned with their career stage, and personalized in ways that align with learning preferences.

Is Your Development Strategy Creating Partners or Passive Participants?

Our data reveals a stark divide between employees who see learning as a collaborative process and those who see it as something imposed on them. Employees who feel their development is co-created with them (i.e., involving dialogue, choice, and personal relevance) are much more likely to view their organization as supportive and invest in applying what they’ve learned.

Our recent research shows that employees who are satisfied with their learning opportunities are more than 3x as likely to be fully engaged at work and nearly twice as likely to say they intend to stay with their organization over the next year.

By the numbers:

• Roughly 2 in 3 employees understand and are satisfied by the development opportunities that are available to them.
• However, 3 in 10 employees are not able to make decisions about what development opportunities they can participate in.
• A surprising 44% of employees feel pressured to participate in certain development activities, and over half said that their participation is because someone at their organization suggested it.
• When participating in development opportunities, employees cited these top three goals: developing new skills, mastering a new or existing skill, and building expertise in a certain area.

When development is collaborative, employees are not passive participants; they are partners in their own growth. This co-ownership builds trust, reinforces relevance, and increases the likelihood that new skills will be applied. In contrast, top-down, one-size-fits-all training risks missing the mark and creating skepticism about the organization’s investment in its people.

How Can Career Stage Help Determine Development Success?

Career stage meaningfully shapes how employees engage with and perceive development. What feels like the right kind of learning in one stage may feel irrelevant, or even frustrating, in another. Our 2025 Benchmark data confirms that the perception of career opportunities declines steadily from Gen Z (75%) to Baby Boomers (59%), suggesting organizations neglect later career stages. In our latest research, we observed notable differences in how individuals at different career stages perceived development.

Early career employees (18–24)

• Least likely to understand which opportunities are available (57% agreement).
• Tied with 55+ employees for lowest satisfaction with development opportunities available  (62% agreement).
• Lowest agreement that development aligns with career goals (54%).
• These results make intuitive sense, as career paths are still forming and many individuals are less tenured within their organizations.

Mid-career employees (25–44)

• Highest sense of alignment between career goals and available development opportunities (peaking at 72% agreement in the 35–44 range).
• More confident that the development opportunities they participate in help build skills necessary for success in their jobs (75% agreement in 35–44 range).
• Also more likely to feel pressured (50–52% agreement) to participate, possibly reflecting the push to advance or step into management roles.

Late career employees (55+)

• Lowest feelings of pressure to participate in development opportunities (27–29% agreement).
• Sharp drop in agreement that development prepares them for advancement (down to 43% for 65+).
• This may reflect a perception that opportunities are geared more toward earlier career stages.

These differences underline why a “one-size-fits-all” approach can fall flat. Without tailoring L&D to career stage, organizations risk disengaging employees by offering development that doesn’t match their evolving needs. Providing the right type of learning at the right time boosts skill application and signals that the organization is invested in each employee’s long-term success.

What Makes Development Programs Actually Drive Results?

It’s one thing to offer learning opportunities; it’s another to ensure they inspire action, growth, and retention. Perceptyx research shows that employees who receive the right training are 6.3x as likely to be fully engaged and 3.8x as likely to believe there are career opportunities at their organization.

 Our latest findings make it clear:

• Development must feel personal and relevant.
• Learning strategies should adapt to career stage.
• Employee involvement in shaping development is not just a nice-to-have; it’s a competitive advantage.

When employees see that their growth matters, they’re more engaged, more committed, and more likely to contribute meaningfully to organizational goals. In an era where skill agility and adaptability are critical, creating collaborative, stage-appropriate development isn’t just good practice, it’s a business imperative.

How Can Organizations Create Development That Sticks?

Here are some evidence-based strategies for creating development experiences that feel personal, purposeful, and participatory:

1. Co-create learning plans — Involve employees in designing their development path to boost ownership and motivation.
2. Tailor by career stage — Offer different development experiences for early-, mid-, and late-career employees to keep learning relevant.
3. Close the loop — Show employees how learning connects to organizational strategy and their own career aspirations.
4. Measure impact beyond completion rates — Evaluate how skills are being applied, not just whether courses are completed.

Employees who feel seen, heard, and supported in their growth journey are far more likely to stick around. Four of the top five drivers of intent to stay relate directly to career growth. Organizations that fail to provide stage-appropriate, collaborative development risk losing their best talent to competitors who will.

Research from our healthcare sector shows that employees with managers who support their development are 10.6x more likely to stay in their job, highlighting the critical role of leadership in making development meaningful.

Ready to Transform Your L&D Strategy?

Creating development programs that resonate across all career stages requires deep insights into what your employees actually need and want. Perceptyx's comprehensive listening solutions can help you identify the specific development gaps in your organization and track progress on the metrics that matter most to retention and engagement.

Don't let your development investments fall flat. Schedule a meeting with our team to learn how data-driven insights can help you create learning experiences that employees actually value. And for ongoing insights on workforce transformation and employee development, subscribe to our blog for weekly updates on building a culture where growth is woven into the fabric of work.