Today’s learning and development leaders are expected to prove measurable business impact, not simply run training programs in a silo.
As a result, L&D roles have professionalized significantly and are most often embedded within HR. Most L&D professionals now hold postgraduate degrees and have 10+ years’ experience, according to newly released research from the Association of Talent Development. Their median salary stands at $95,000, with an average of $101,229.
Beyond credentials and experience
The data in this report highlights something crucial, says Brad Batesole, founding partner at learning content company Madecraft. “Knowing who leads L&D in 2026 is only half the story. What matters more is understanding how their role has fundamentally changed,” he says.
The credentials are impressive, according to the ATD report. Just over half of L&D professionals hold postgraduate degrees, and the field draws from diverse industries, with concentrations in finance, insurance, real estate, healthcare and more. The study also found that more than half work at large or extra-large organizations with 2,500 employees or more.
Yet, credentials and experience alone no longer guarantee organizational influence. “Today’s learning leaders can no longer operate in silos,” Batesole notes. “They’re expected to demonstrate tangible business impact, align with broader organizational objectives and prove ROI like never before.”
In 2026, L&D professionals must be fluent in the language of business metrics, performance indicators and organizational capability building.
Read more | L&D reimagined: ‘Caught, not taught,’ and ready for AI
Meeting C-suite expectations
The pressure to prove value has intensified as C-suite expectations shift. Boston Consulting Group’s survey of 1,400+ C-suite executives proves what many business leaders and analysts have shared anecdotally: that executives are investing in AI and transformation, but progress is stalling due to critical skills and experience gaps.
This consistently puts responsibility squarely on L&D pros. Programs that once earned praise for high satisfaction scores now face scrutiny around business outcomes. The question has evolved from “Did employees enjoy the training?” to “What measurably changed as a result?”
Meanwhile, many organizations say they are missing out on key talent to boost the L&D function. More than half of HR leaders report their departments are stretched thin by skills gaps, with 54% saying the problem is intensifying, according to Robert Half’s Demand for Skilled Talent report.
The irony is that learning and development tops the list of areas experiencing the most severe shortages. Exactly when organizations need internal expertise to upskill their workforce, half of HR leaders say they lack the L&D capability to deliver it, according to Robert Half.
Read more: And the 2026 skill of the year is…
The learning ecosystem needs to ‘catch up’
“This isn’t just about L&D professionals evolving,” Batesole adds. “It’s about the entire learning ecosystem catching up. If HR and business leaders are “serious about strengthening outcomes for both organizations and employees,” he says, they are obligated to recognize that “excellent learning drives excellent business results.”
In its 2025 Global Human Capital Trends report, Deloitte researchers say that L&D is prime for change. “The status quo is likely to disappoint both organizations and their people in the years to come,” say the report authors.
“Organizations need new approaches to bring people in and develop their capabilities,” according to Deloitte. “Those that succeed stand to create stronger, more sustainable outcomes for both their business and their people.”
The key to making this connection, Batesole argues, is integration. “This learning needs to happen in the flow of life, becoming part of the everyday rhythm rather than something that pulls people away from their responsibilities,” says Batesole.
