Despite the surge in self-directed learning since 2020, research indicates that its passive approach leads to very low rates of knowledge retention and engagement. As an L&D facilitator for American Express, Disney, Delta Airlines, and everyone in between, I’ve seen firsthand why simply pointing employees to platforms like LinkedIn Learning and Coursera rarely produces effective learning outcomes. Self-directed learning offers flexibility at bargain basement prices — but little else. It falls short in truly engaging employees, encouraging sustained learning, and retaining knowledge. Let’s examine why it often falters and explore powerful, proven alternatives.
Humans are social learners
Science suggests that we learn most effectively through interaction and collaboration with others. While self-directed platforms provide information, they typically lack the dynamic discussions and shared learning experiences that truly deepen understanding. Pivoting to professional and proven instructor-led training (ILT) — whether virtual or in-person — can translate into a measurable boost in employee development.
One reason this approach is effective is that instructor-led training offers real-time feedback and answers. When learners receive instant input from the instructor and their peers, those answers avoid confusion and prevent the learner from falling behind. Through interactive discussions, learners can rigorously explore complex ideas, challenge assumptions, and analyze different perspectives — ultimately achieving a much deeper understanding than by solo-learning.
ILT sessions also provide a safe space for employees to debate opinions, share experiences, and collectively tackle problems their org is facing. Taking a collaborative approach to knowledge application will better prepare them to solve workplace and industry challenges outside the session.
Generic content misses the mark
Most self-directed courses fail to address the specific challenges and strategic goals unique to your company. Moreover, research shows that the majority of learners need a personal connection to new material to absorb it effectively. Start exchanging boilerplate courses for ILT that address skill gaps, reflect your company’s strategy, and adapt material for maximum relevance to learners.
For example, for an onboarding session at a biopharma company, my team and I distributed a Mad-Lib style worksheet to each learner. We challenged them to complete it based on their understanding of their new company’s purpose, vision, and competitive advantages — all without consulting any resources. The results revealed which areas of messaging were clear to new hires and which needed clarification.
As you think about your own L&D content, identify opportunities to weave in real-time challenges that your organization needs to solve. Instead of a boilerplate workshop for the sales org about market trends/customer needs, challenge teams to invent a new way to overcome a common customer objection and pitch it to the larger group in the style of the TV show Shark-Tank.
Both activities demonstrate how customized L&D content can engage learners while addressing specific knowledge or skill gaps. Exchanging generic materials for creative exercises like Mad-Libs or Solve Tank makes your learning content equal parts relevant, memorable, and effective.
Maintaining momentum proves difficult
Without built-in structure and accountability, it’s easy for employees to deprioritize self-directed learning amid their daily tasks. Consistent engagement requires more than access to content; it demands the support and encouragement provided by ILT and elements of competition delivered through gamification. Suggested tactics include:
- Instructor-led check-ins. Unlike self-paced modules, weekly live virtual check-ins with an instructor provide crucial deadlines and a forum for questions. Since learners know they’re expected to share progress or insights with a human, this structure is designed to combat procrastination.
- Gamified progress tracking. Self-directed programs often lack visible progression, which is essential for tapping into the competitive spirit. Harness it by implementing a leaderboard for module completion or awarding points/badges for various engagement metrics (e.g., completion date, number of daily log-ins, quiz scores, etc.). Gamifying the L&D experience introduces friendly competition, motivating learners to stay ahead of peers and maintain momentum.
- Group projects instead of capstones. While self-directed courses often conclude with a capstone project, deadlines are tough to enforce when there’s nothing at stake. Adding interim small-group projects with shared deadlines, facilitated by an instructor, ensures continuous collaboration and accountability. In my experience, the sense of shared responsibility in the context of group projects prevents people from falling behind.
Skill-building requires practice and feedback
Watching videos and completing quizzes rarely translates to practical workplace application. According to neuroscientists, the strongest knowledge recall and skill retention is found in learners who put their insights to work immediately by sharing them with others (31 percent) vs. lecture-based learning (2 percent) or reading (4 percent). When selecting a skill-building program or trainer, choose those that incorporate active and peer learning, as well as small-group activities, over passive, top-down learning models.
For example, look for program descriptions that emphasize “facilitated group breakouts” and “real-world problem-solving” instead of “insightful lectures” or “expert presentations.” A strong indicator of an effective program is its dedication to interactive experiences over passive learning.
Likewise, seek out trainers who structure their sessions around “mini-challenges” or “project-based learning,” where small teams apply concepts immediately and present findings. Identify trainers who outline clear guidelines for participant-led discussions; design activities for peer sharing; and assign group roles with shared deliverables.
And finally, say yes to programs that integrate “structured peer feedback” or “accountability partners” into their design, extending learning beyond the session. This often indicates a built-in mechanism for learners to support and learn from each other continuously.
Moving beyond self-directed learning will transform today’s L&D from an info-delivery system to a powerful partner in employee upskilling. By swapping out generic courses for relevant, interactive training, we equip employees with the tools they need to solve problems long after the session ends. From active group learning and friendly competition to the valuable feedback only a human can provide, it’s time to choose better learning results over the do-it-yourself approach.
