Relearning Productivity: The Hidden Role of L&D in Sustained Employee Productivity

Relearning Productivity: The Hidden Role of L&D in Sustained Employee Productivity

Overview

 

This research by Knowledge Group provides a comprehensive, evidence-based analysis of the relationship between Learning and Development and sustained employee productivity across the GCC. As part of the MENA Workplace Index, the study captures insights from approximately 916 organizations across sectors including government, energy, financial services, healthcare, technology, and professional services.

It examines how organizations define productivity, implement learning strategies, leverage digital and AI-enabled ecosystems, and measure workforce capability impact. The findings reveal a growing productivity paradox across the region and offer organizations a clear evidence base to reposition L&D as a strategic driver of performance, innovation, and long-term competitiveness.

 

 

Key Insights

• 81% of respondents associate productivity with value delivered rather than hours worked, signaling a clear shift toward outcome-based performance cultures.

• 85% identified weak alignment between L&D initiatives and business objectives as the primary reason workforce development efforts fail to improve productivity.

• AI-enabled learning adoption remains immature, with only 11% reporting fully integrated implementation.

• Agile mindset, critical thinking, and digital dexterity emerged as the most critical capabilities for future workforce productivity.

• Coaching and mentoring, role-based learning pathways, and project-based learning were identified as the most effective development approaches.

The GCC L&D Productivity Paradox

 

The research identifies a fundamental paradox shaping workforce development across the region.

Despite significant and growing investment in Learning and Development, many organizations continue to struggle to translate learning activity into measurable productivity gains or demonstrable business impact. Learning functions remain largely operational, fragmented, and insufficiently connected to business strategy, limiting their influence on organizational performance.

This disconnect between learning investment, capability development, and productivity outcomes represents a critical challenge for organizations seeking to build agile, future-ready workforces within increasingly knowledge-based economies.

 

Research Methodology

The study uses a structured quantitative approach with a 30-question survey covering five thematic areas.

• Redefining productivity in the modern workplace.

• The strategic role of L&D in organizational performance.

• Future-ready learning strategies and ecosystems.

• Skills and competencies driving future workforce productivity.

• Measuring learning ROI and business impact.

   

Data was validated against global benchmarks including McKinsey, Deloitte, the World Economic Forum, Gartner, LinkedIn Learning, Gallup, and Bersin by Deloitte.

Conclusion

The GCC stands at a critical inflection point in its workforce evolution. While investment in learning and capability development continues to grow, long-term productivity gains depend on building structured, business-aligned, and data-driven L&D systems that connect workforce capability directly to organizational performance and national transformation priorities.