Totem Learning on the Rising Need to Rethink Training Spend Through Behavioural Insight and Precision

Totem Learning, a UK-based digital learning innovator specialising in behavioural science and immersive training, identifies a recurring pattern across organisations: substantial investment in training initiatives alongside limited understanding of the specific challenges those initiatives are meant to resolve. In response, Totem Learning positions itself as a partner focused on helping organisations interpret their internal realities more effectively, enabling learning strategies that align more closely with actual performance requirements.

Within the broader learning and development landscape, building an accurate picture of internal performance remains a complex undertaking. Established practices often continue over time because they have delivered results in the past, yet their suitability within current conditions is not always reassessed. “As organisations grow, past successes can shape today’s choices, even when the world around them has changed,” Helen Routledge, CEO of Totem Learning, states. “That’s how familiar habits turn into blind spots.”

As this complexity grows, the challenge of identifying capability gaps becomes more pronounced. Many organisations recognise that they lack a detailed view of where strengths and weaknesses truly lie. According to a report from the Chartered Institute of Personnel and Development (CIPD), only a minority of learning and development professionals proactively identify performance issues before recommending solutions. Meanwhile, just a quarter rely on evidence-informed principles when designing interventions. “These findings show that we typically make decisions without the full evidence, which means our training efforts can easily miss the mark,” Routledge says. 

This uncertainty has historically been compounded by the cost associated with gaining deeper insight. “Deep diagnostic work has usually meant hiring consultants, running big audits, and spending months analysing how things get done. It can be useful, but it’s also expensive, which makes it hard to do often,” Routledge shares. She notes that as a result, organisations frequently turn to broader, more generalised training solutions, where programmes are deployed at scale without a precise understanding of the problems they are intended to address. 

Over time, this pattern contributes to training being implemented as a procedural requirement, with less emphasis on its influence on day-to-day performance. The financial implications of this shift are significant. According to the UK Employer Skills Survey 2024, total employer investment in training reached £53 billion, equating to approximately £1,700 per employee.

“While these figures illustrate direct expenditure, they represent only part of the overall cost,” Routledge remarks. “Time spent away from core responsibilities, reduced productivity during training periods, and the longer-term effects of learning all push the true cost far beyond the initial spend.”

Expanding this perspective to a global scale provides further context. Industry data indicates that the workplace learning market approached $400 billion in 2024, reflecting sustained investment in workforce development. However, financial commitment alone does not guarantee improved outcomes. 

This gap between investment and application highlights a broader challenge within learning and development. Routledge says, “For many organisations, the difficulty isn’t a lack of intent. It’s the gap between what people know and how they act when it matters. That gap is where performance is won or lost.” Her observation brings attention to a key distinction within training: acquiring knowledge does not automatically lead to consistent execution in real situations.

Understanding this distinction requires closer attention to how behaviour operates under real conditions. Routledge stresses that decision-making is influenced by context, pressure, and environment, which means that individuals may respond differently than expected when faced with complex or unfamiliar scenarios. Without opportunities to practise these moments in realistic settings, people often rely on habit, leading to variability in performance across teams.

Recognising this challenge creates space for a different way of thinking about training design. Totem Learning’s work reflects this shift by combining behavioural science with immersive technologies, including simulations and gamified experiences. These environments allow individuals to rehearse decisions within scenarios that reflect real workplace conditions, offering organisations a clearer view of how behaviour unfolds in practice.

Routledge expands on this perspective. She states, “When people are given the space to explore decisions and experience outcomes, learning becomes something they actively engage with. That involvement supports stronger recall and more consistent application when similar situations arise.” This emphasis on participation aligns with behavioural science research, which highlights the importance of active engagement in strengthening retention and improving performance.

Alongside these developments, accessibility has become an increasingly important consideration. The challenges linked to ineffective training are present across organisations of different sizes and sectors, which points to the need for solutions that are both high-quality and attainable. Totem Learning draws on more than two decades of experience across behavioural science, game design, and digital learning to develop tools that reduce the cost of identifying and addressing capability gaps, helping to make advanced training solutions more widely available.

Overall, questions around effectiveness remain highly relevant in an environment where substantial resources continue to be allocated to training. With productivity, retention, and organisational performance influenced by how individuals apply what they learn, the connection between training and behaviour becomes increasingly significant. Within this context, organisations such as Totem Learning contribute to ongoing progress towards more effective, measurable learning outcomes, offering a perspective on how training can better reflect the realities of modern work.