Learning and development on the job is a win-win for the organisation and the employee. Talent is one of a business’ greatest assets, and keeping that talent engaged and constantly innovating on fresh concepts is a top priority. Yet, the scope of L&D varies across nations as well as the size and category of organisations.

Economic and business discussions over the past year have focused on the battle for talent, creating a valuable employee experience, overtime and compensation, the end of the annual performance review, the continued skills and leadership gap, the rise of Generation Z; and finally, the shift toward the on-demand workforce. These movements have affected how companies recruit, preserve, train and build their workforce for the future.

One of HR circles’ most hotly-debated topics is the performance review; how to renovate it and devise something new that satisfies managers and employees alike. Professionals today want instant feedback - a behaviour adopted from the instant gratification of social networks. Younger generations are especially impatient when it comes to waiting an entire year to learn about their strengths and weaknesses, meanwhile, a huge portion of employees feel that annual performance reviews don't aid in improving their performance at all.

One of the world’s largest organizations, Adobe, has taken the leap and done away with their annual review process, swapping it for regular feedback. Enter the "Check-In" system, where expectations are set annually, but feedback is given regularly, causing a 2% decrease in attrition. GE followed suit with "Touchpoints,": a daily development focusing on results and changing business demands, resulting in a five times spike in productivity over the last year.

2017 will mark the first year that generation Z will settle into the workplace, which for the rest of us, means a fresh perspective on business, new demands and a further widening of the technology gap between young and senior workers.

Less than five years ago, HR departments thought ping-pong tables, massage chairs and snacks were attractive bait with which top millennial talent could be lured. Today, recruiters know better, and even high-ticket perks aren’t a sure-shot to creating loyal workers. Millennials want real mentoring from senior management and meaningful workplace collaboration. Companies that focus their attention on shaping a strong culture and brand mission are more likely to retain their top performers. A study found that 36% of millennials have a manager title or above; however, the Harvard Business Review stated that only 7% of organizations have fast-tracked leadership programs to cultivate them.

This year, both generations will continue to put pressure on companies to give the workplace a make over, reward employees, embrace flexibility and align the company’s interests with a cause. Workplace well-being has become a critical employee benefit for attracting talent, and companies have adopted wellness programs to reduce absenteeism, draw talent and save on healthcare costs. They’ve begun to realize that workplace stress is a huge health issue that employees face, so some have begun to invest in more relaxing, healthier environments.

To sum up, every workplace aspires to become a true learning organisation, but unfortunately, this may not always be recognized and expressed with a strong backing toward the L&D department. One can only hope that this year, more companies will shift their focus toward charting a holistic course for a more enriching employee experience.