Copyright by Arupa Tesolin, Oct 10, 2026

The spinning top is a wonderful metaphor for these times. It is visibly still when it’s stable, stable when in movement. When it wobbles and doesn’t have the speed to maintain balance, it’s unstable. The ground always looms. Eventually the ground wins.

The Biggest Impact in Learning Strategy is Employee Mobility

The single biggest impact in Learning Strategy is not AI; it’s personal – employee mobility.

More generations exist in the workforce than ever before, from the teen embarking on their earliest job experiences and wanting to grow, to the careerist looking for a good fit between their personal and professional ambitions, to those looking to switch careers, to the 2 career couples and singles with growing families, to the grandparent who still needs an income or wants to contribute meaningfully to the economy or a social cause. Employers need to continually adapt learning and talent strategies that suit all of them.

There are also more opportunities than ever before. Organizations can no longer count on people staying with them for a long time. An employee may temporarily want to collaborate, build their career and learn skills. Then they may leave to start their own venture or move to a different employer or field that better suits them.

Or they may decide to leave for a personal sojourn or life adventure or to care for a family member. Their needs and desires will change with time, interest, growth and opportunity. The desire for life experience over a career is not one that any third party owns. In any case, learning continues.

The Importance of Growing Confidence at Work

We don’t keep people. Employers no longer have the luxury of viewing people as commodities of convenience. While they are at work, employers expect their best performance, and we need to provide them with the best development experience we can. It is an exchange.

One of the most underrated but critically important contributions an employer can make is to grow their employees’ confidence. Confidence at its root is the Latin word “con” which means “with” or “together” and “fide” the root word for “fidere” or faithfulness. In colloquial terms it means “we trust each other to build each other.”
This emphasizes the needed convergence of training and performance. What formally worked in classroom pedagogy and are not translatable to the business arena in an era of action and uncertainty needs to be removed from the equation. Performance is the action. Results are the traction. Neither should exist separately. Doing so invites risk.

With all these in mind in an era of economic performance and risk, three critical areas of learning enablement stand out. All drive outcomes. Read more

3 Critical Areas of Performance Enablement in the AI Age

1:) Velocified Paths – well developed job training from Day 1 to Full Proficiency 

Having complete development paths for critical positions that encompass all learning, skills, practice, metrics, and the needed performance support to build full proficiency of new or existing employees. 

This is no longer optional. Employees should never have to flail in frustration about how to do their job or perform well in their talent role. Velocified Paths contain clear, measurable and traction oriented performance development that generates KPI/OKR’s.

2.) Training that supports current direction and change  

This is training that needs to be widely distributed to support change or direction. A good example of this is directive AI implementation (or not!). Or a particular innovation mandate. Or a key pivot in the way the company brands itself or how it drives its products in the marketplace or products or services streamlining.

 This kind of training is delivered widely across the organization with the aim to provide the right level of training for each group. Training delivery is a key consideration and must be decided what is the best way to get this training across the organization with the desired implementation targets?
Beyond this, employers need to provide or enable their staff to access the necessary skills and soft skills training for teams and people to function at their best. ie Communication Skills, Presentation Skills, Negotiation Skills, Wellness.

Depending on company size and scope this extends beyond generic training. ie Building Good Teams in this company or organization means they have their own unique processes, skills and way of doing this.

3.) Training that intersects market and social change. 

This is both process and learning and changes every day. It shows up as a defined mechanism for fast responsive intelligence that shares what is happening in their sector, developments, contract wins, their customers, or changes in their technology base. It involves communicating these developments to the executives and employees who own the responsibilities for responsive shifts and pivots in new product, service and customer adaptation.

Progressive Change Defines Learning and Development

Let’s now return to the spinning top metaphor. The top may hit the ground many times, but it’s existence is stable. If it breaks, it is easily replaced by another.

The most consequential change occurs for the player. Each time the top hits the ground, another spin is required. Every spin hits differently. By the time the player has spun 1,000 tops, the player has become a master. The ground is still the ground. The top is still a top.

Training can dissolve into cohesion. Knowledge management becomes process obsession. Skillful dialogue sharpens strength. Continual change dissolves blind spots.

Conversations that involve learning and change are deliberated on all levels. Silos that occlude get unbuilt. Reason transcends logic. Creativity increases possibility.

Nothing rests. Speed and transformation are imperative. Everyone wins. Employee mobility strengthens Learning and Development Strategies. 

Join us on Oct. 20-22 for Velocified Learning Paths Certification Training. 

Arupa Tesolin is the CEO of Velocified, velocified.com a performance engineering company and a speaker/workshop leader on insight and intuitive agility.