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Is AI the Key to Finally Proving the Impact of L&D?

There’s no shortage of talk about Artificial Intelligence in Learning and Development circles. But as James Swift, Head of Talent Development at Leyton, rightly points out in Season 3 Episode 5 of AI for the Average Joe, there’s a big difference between talking about AI and actually using it to solve real business problems.

Cutting Through the Hype: AI in Learning and Development

While many L&D teams are still trying to make sense of AI, James and his team are already applying it to shift performance at scale. Their work offers a refreshing and practical perspective on how digital learning tools can drive measurable skills development and organisational change.

From Learning Culture to Capability Uplift

Leyton, a global consultancy, is no stranger to high standards. As an “exceptional learning organisation” (twice over), it has built a strong learning culture. But James recognised early on that building skills isn’t just about great content or programmes – it’s about finding smart, scalable ways to influence behaviour on the job.

“I believe in taking a people-first approach to performance,” James says, “and integrating AI into that was a natural next step.”

Stop Guessing, Start Measuring

One of Leyton’s first experiments with AI involved using conversational intelligence tools. These tools recorded meetings, analysed language patterns, and helped identify whether newly trained skills were actually being used.

This wasn’t about surveillance. It was about visibility. Were people applying what they’d learned? Was the coaching-first mindset translating into everyday conversations?

The data often revealed hard truths: top performers were consistently applying all the desired behaviours, while most employees only did one or two inconsistently. For L&D, this insight was a game-changer.

“We stopped guessing whether the training was working. We could show where it was sticking – and where it wasn’t.”

Shifting Accountability Back to the Business

One of the biggest pain points in L&D? Being blamed when performance doesn’t shift.

AI tools allowed James to have a different kind of conversation with stakeholders. Instead of a defensive, reactive stance, he could present adoption data and say:

“Your top 15% are using this. The rest of your team isn’t. So this isn’t a training issue. It’s a management one.”

This repositioned L&D as a strategic partner, not just a service provider. Suddenly, managers had skin in the game. They became co-owners of performance change.

From Insight to Action: AI That Drives Behaviour Change

Leyton didn’t stop at measurement. They wove that data back into coaching conversations, setting personalised development goals based on what employees were actually doing (or not doing).

James describes this as a “skill ladder” approach:

Start by identifying what top performers are doing.
Use AI data to show each employee which of those behaviours they already demonstrate.
Focus coaching on one new behaviour at a time.

Over time, this nudges more people into that top-performing category. It’s not about perfection – it’s about momentum.

Don’t Replace Coaches. Amplify Them.

James is clear: AI isn’t there to replace humans. But it can help them focus their effort where it matters most.

His team built a hybrid development model where live practice sessions with coaches drive down time to competence for new joiners. But coaches only have so many hours. Enter AI-powered practice tools – not to replace the human, but to extend their reach.

“We’d hit the ceiling of what our people could do. AI gave us a way to push beyond it.”

Start With the Business Need, Not the Tool

Too many teams fall into the trap of chasing shiny AI solutions. James took a different approach: start with the performance problem, then work backwards.

His framework?

Understand global AI trends and regulations (especially if you’re a multinational).
Clarify your future state: What will the business look like in three years?
Diagnose your capability gaps: What skills do people need to get you there?
Decide whether to build, buy, or augment: What role can AI play?
Embed it in infrastructure: Make sure systems, recognition, and reviews reinforce it.
Use data for decisions, not just dashboards: Give stakeholders the right information to act.

What This Means for HR and L&D Leaders

If you’re still waiting for the perfect AI use case to drop into your lap, you’ll be waiting a long time. The smarter approach is to:

Start small.
Focus on real performance challenges.
Let the data speak, even if it’s uncomfortable.
Share accountability with stakeholders.

This isn’t about transforming everything overnight. It’s about iterating with purpose.

Final Thought: Mindset Matters

AI can be a powerful lever for organisational development – but only if we approach it with curiosity, courage, and a willingness to let go of outdated models.

“AI didn’t cause these problems in L&D. It’s just shining a light on them.”

It’s time to stop hiding in the shadows.

Blog post co created with ChatGPT 17.06.2025