The way employees learn at work is changing faster than many organizations expected. Training is no longer something that happens only when an HR team assigns a course or a manager signs off on a development plan. Employees are now actively choosing how and when they learn, often turning first to artificial intelligence to guide their growth. This shift has significant implications for learning and development leaders, HR executives, and business stakeholders who are rethinking how to enable skill development at scale.
Recent research from Go1, a leading learning content aggregation platform, provides one of the clearest views into this shift. The company surveyed 1,000 employees and 1,000 learning and development professionals across the United States, the United Kingdom, and Australia. The findings reveal that AI adoption in workplace learning is rising quickly, but strategic alignment and governance have not kept pace. As a result, employees are moving ahead on their own, while many organizations are still deciding how AI fits into their broader learning strategy.
This article takes a closer look at how employees are using AI to learn faster, why this shift is occurring, and what L&D teams can do to support responsible, effective, and empowering AI-enabled learning.
One of the most significant findings in the Go1 report is that employees are no longer relying solely on employer-led training. The majority are seeking out learning independently, especially when that learning is delivered or supported by AI. In the past month, 57 percent of employees used AI-enabled learning tools, and nearly 70 percent used them weekly.
The motivation is clear. Employees want learning that is:
Quick to access
Personalized to their needs
Relevant to the challenges they face in real time
Traditional training models often rely on structured courses and scheduled programs. These can be valuable for foundational or compliance-based learning, but they do not always meet the immediate learning needs of employees on the job. When someone wants to solve a problem, clarify a concept, or explore an emerging skill, waiting weeks for a training module or workshop is simply too slow.
AI tools provide instant access to information, resources, and suggestions. They help employees work through tasks more efficiently. They also provide context, examples, and explanations tailored to the employee’s role and skill level. As a result, learning becomes embedded in daily work rather than separated from it. This reduces friction and accelerates skill development.
According to Go1’s survey, employees are using AI in three primary ways:
Saving time on repetitive tasks
47 percent said AI reduced time spent on routine or administrative activities. When unnecessary effort is removed, time and mental energy are freed for higher-value learning and work.
Finding answers more quickly
37 percent use AI tools to instantly locate information. This helps employees fill knowledge gaps in the moment rather than pausing work to seek formal training.
Discovering more relevant learning content
19 percent said AI helped surface training that was aligned to their roles, goals, and skill level. This personalized match is something traditional corporate learning catalogs often struggle to deliver.
These behaviors represent a shift from structured training to dynamic learning. Instead of learning happening at predetermined times, it becomes woven into everyday workflows. Employees are continually learning, guided by AI recommendations that evolve in response to their needs.
The Go1 report revealed that nearly three-quarters of employees view AI-driven personalization as equally or more effective than traditional human-designed learning pathways. Half said they would be comfortable with AI recommending or customizing their development plans. This is a significant mindset shift. Only a few years ago, AI in learning was met with hesitation or skepticism. Now, employees increasingly trust AI as a partner in their growth.
However, this confidence has limits. Only 14 percent of employees describe themselves as advanced AI users, and just over half feel confident choosing the right AI tools for specific tasks. The enthusiasm for AI-enabled learning is there, but the skill level needed to use these tools effectively is not yet widespread.
This creates a critical role for L&D: help employees become competent AI learners. The goal is not just to teach employees how to use AI tools, but to teach them:
How to evaluate AI outputs
How to ask better prompts
How to adapt AI suggestions to their role and goals
How to combine AI insights with human judgment
This is where the human element in learning remains essential.
While employees appreciate the efficiency that AI offers, many still value human guidance in their learning journey. Go1’s research shows that 44 percent of employees prioritize human connection and collaboration in their development. Learning is not only about information; it is about growth, confidence, and shared understanding. Coaching, mentorship, collaborative problem solving, and peer dialogue play key roles in long-term capability building.
AI can personalize recommendations. It can accelerate access to knowledge. It can reduce administrative friction. But humans help learners reflect, develop self-awareness, and apply new skills with confidence. In many ways, AI is a learning catalyst, but humans remain the learning anchor.
The most effective future learning environments will not replace human guidance with AI. Instead, they will balance AI-powered personalization with relationships, coaching, and shared learning experiences.
The Go1 report also captures how learning leaders view the rise of AI in workplace development. Nearly seven in ten L&D professionals see upskilling as the area where AI provides the most value. Over 60 percent believe AI can significantly improve employee engagement. Many are already experimenting with skills analysis models, content recommendation algorithms, and adaptive learning workflows.
However, there are structural challenges. While 82 percent of organizations are using AI in learning, only about half have integrated AI into their core content strategy. In addition, accountability remains unclear. Only 23 percent of L&D leaders say ownership of AI within learning is well-defined.
This lack of clarity can lead to disconnection. Executives may set visionary goals for AI adoption, but without structured frameworks, L&D teams are left to interpret and implement these goals independently. Meanwhile, employees continue adopting AI organically, creating inconsistencies in how tools are used.
L&D needs the authority to define clear guardrails. Leaders must align around:
Which AI tools are approved and why
How data will be managed and governed
What ethical guidelines must be followed
How to measure and communicate learning impact
When these elements are present, AI becomes both a strategic enabler and a cultural asset.
To keep pace with how employees are learning today, L&D teams can take several actionable steps:
Create AI learning literacy programs, not just AI tool training.
Blend structured development plans with self-directed exploration supported by recommended AI tools.
Develop transparent usage guidelines that explain when and how AI should be used.
Leverage AI for personalization, but pair it with coaching, group dialogue, and peer support.
Collaborate closely with leadership to ensure ownership, accountability, and learning governance are understood and shared.
The goal is not to control how employees use AI, but to guide them toward using it well.
The Go1 survey makes one truth very clear: workplace learning is entering a new era. Employees want learning that is fast, relevant, flexible, and integrated directly into their work. AI is making this possible. But real transformation happens when organizations create learning cultures that value autonomy and enable individuals to take charge of their development.
The future of learning will not be defined solely by technology. It will be defined by how organizations balance AI-driven personalization with everything that makes learning human.
L&D is at the center of this evolution. With clear strategy, thoughtful governance, and a commitment to learner empowerment, L&D can help organizations unlock the full potential of AI-enabled learning while retaining the empathy, context, and connection that drive real growth.
1. What is the main finding from Go1’s survey on AI and workplace learning?
The survey shows that employees are actively using AI tools to support their learning and skill development, often before training is officially assigned. This indicates a shift from employer-directed learning to more self-directed growth.
2. How often are employees using AI for learning?
Nearly 70 percent of employees use AI-based learning tools weekly, and 57 percent have used them in the past month. AI is becoming a regular part of day-to-day work and learning.
3. Why are employees turning to AI for learning?
Employees value speed and relevance. AI helps them find answers more quickly, reduce time spent on routine tasks, and discover learning content that is more aligned with their goals and job responsibilities.
4. Does AI replace traditional training programs?
No. AI enhances and personalizes learning, but it does not replace human guidance or structured development programs. Employees still want mentorship, coaching, and collaboration alongside AI-driven learning.
5. Are employees confident in using AI as a learning partner?
Employees trust AI for personalization, but confidence is still growing. Only 14 percent consider themselves advanced users, which means skill support and guidance from L&D teams is still needed.
