When James lost his job in retail during the pandemic, he thought the hardest part would be the financial strain. It wasn’t. It was the absence of structure, purpose, and routine that slowly began to chip away at his confidence. He stopped applying for roles because he no longer believed he was qualified for any of them. Then, a community training initiative introduced him to a digital marketing course. The sessions were small and supportive, led by a tutor who reminded him that learning was about starting again rather than catching up.
Three months later, James had earned new skills and found a role with a local start-up. But the bigger shift wasn’t on his CV. It was internal. He carried himself differently. He spoke about ideas rather than limitations. The training had done more than prepare him for work; it had restored his sense of self.
Stories like his are not isolated. According to the Learning and Work Institute’s “No Train, No Gain” report, people who receive training at work earn roughly 15 per cent more than those who do not. They are also twice as likely to move into higher-skilled roles. But beyond the economic data lies something more profound: learning improves wellbeing. It rekindles agency, connection, and confidence, three things money alone cannot buy.
Training and the Wellbeing Dividend
Workplace training is often framed as an investment in productivity, but its human return may be even greater. Learning offers people a sense of momentum. It reminds them they are still capable of growth, even in uncertain times. That feeling of progress has measurable effects on mental health.
When employees engage in learning, they report lower levels of stress and burnout, higher self-esteem, and a stronger sense of belonging. This aligns with findings from OECD lifelong learning research, which shows that adults who continue learning are more satisfied with their lives and communities. The reason is simple: learning reinforces agency. It replaces stagnation with movement and isolation with purpose.
At Kirkwood Consulting, we see the well-being dividend of training play out in real workplaces. Teams that learn together build mutual respect and empathy. Managers who develop new skills in communication or coaching are better equipped to support others through change. Even short, targeted courses can reawaken curiosity and strengthen resilience. Learning reminds people that they are not defined by their current role but by their capacity to evolve.
Equity and Opportunity
Not everyone, however, has equal access to that renewal. The No Train, No Gain report found that working-class employees benefit the most from training but are the least likely to receive it. Those in routine or manual jobs often face barriers of cost, time, or awareness. As a result, they are excluded from opportunities that could transform their earning potential and well-being.
The report’s authors called on the UK government to introduce a Skills Tax Credit to encourage employer investment and reverse years of decline in adult education funding. They made a moral and economic case for inclusion: giving more people access to training strengthens both lives and labour markets. The same principle applies globally.
In the United States, where career mobility is uneven across sectors, equitable access to upskilling could become a cornerstone of social progress. A recent World Economic Forum study projected that 44 per cent of workers’ skills will eventually be disrupted within five years. The workers who adapt will not be the ones with the fanciest degrees. They will be the ones whose employers believe in lifelong learning.
For businesses, equity in training isn’t charity. It’s a strategy. Inclusive learning pathways widen the talent pool, increase innovation, and build trust between employers and employees. When everyone has a fair shot at development, organisations benefit from a more engaged, capable, and loyal workforce.
The Employer Advantage
There is also a tangible business case for linking wellbeing and upskilling. According to Gallup, organisations that possess highly engaged employees outperform their peers by more than 20 per cent in profitability. Engagement, in turn, grows when people feel valued and see a future for themselves within the company. Training makes that future visible.
A culture of continuous learning strengthens both confidence and competence. It reduces turnover by giving employees reasons to stay and helps prevent burnout by reigniting purpose. In one LinkedIn Learning survey, 94 per cent of employees said they would stay longer at a company that invested in their career development.
The ripple effects reach far beyond the individual. When employees feel capable and supported, teams collaborate more effectively, and customers notice the difference. Well-being and performance are intertwined: one sustains the other.
At Kirkwood Consulting, we have helped clients weave wellbeing into their training frameworks. For some, that means leadership courses that teach empathy and active listening, with a strong emphasis on emotional intelligence and the interpersonal skills that hold teams together. For others, it’s technical training paired with mentoring that helps employees navigate change with confidence. Across every programme, the goal is the same to help people rediscover belief in their own growth.
Learning as Renewal
Upskilling is not just about preparing for tomorrow’s jobs. It’s about restoring the sense of possibility that work can sometimes take away. Every time a person learns something new, they rebuild part of their identity and strengthen their resilience. That shift benefits both the individual and the organisation.
When people grow, organisations thrive. Training gives employees the tools to meet new challenges, but it also gives them something more important: the belief that they can.
At Kirkwood Consulting, every programme is designed to build both capability and confidence because wellbeing begins with learning.
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