In this episode of Product Design for Learning, host Greg Arthur sits down with Andrew Welsh, Director of Digital Learning Solutions at Instinct, a specialist L&D recruitment agency. Together, they explore the evolving recruitment landscape within Learning & Development, covering topics such as market shifts, AI's role in hiring, and the growing demand for data-driven skills. Whether you're a candidate navigating a competitive market or an employer seeking to attract top talent, this conversation is packed with actionable insights and trends you need to know for 2025.

Andrew Welsh is a veteran in L&D recruitment, marking 14 years with Instinct, a Manchester-based, employee-owned agency specializing in digital learning and education-focused roles. His expertise spans interim and permanent hiring across the UK, with a growing footprint in the US and Europe. Known for his honest, people-first approach, Andrew brings a wealth of knowledge to this in-depth discussion on recruitment trends and challenges in L&D.

• The market has shifted from a talent-scarce boom in 2021–2022 to a more competitive candidate-heavy environment in 2024–2025.
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• Permanent roles are down, with a significant increase in interim and contract-based hiring.
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• AI skills and data literacy are rising in importance, but true implementation across L&D is still lagging.
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• Remote roles increase competition, expanding applicant pools beyond local regions.
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• Recruiter ghosting and inconsistent job titles remain industry pain points.
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• Portfolios are essential for L&D designers and increasingly important for strategic roles.
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• IR35 and gig economy regulations continue to influence hiring decisions.
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Andrew shares how L&D has remained a personable, tight-knit sector with a community feel. He reflects on the post-lockdown hiring boom and the sudden market reversal in 2023 due to economic uncertainty.

Andrew explains how recruiters dig deeper through vacancy consultations to reframe roles accurately and why salary transparency is crucial for both attraction and fairness.

He distinguishes between reasonable tasks for permanent roles and the problematic nature of unpaid tasks for contractors, emphasizing value for time and fairness.

Yes—candidates must now work harder to stand out, as competition has increased and hiring processes have become more demanding.

Andrew admits volume is a factor but stresses the importance of communication, especially post-interview, and outlines what Instinct does to avoid ghosting.

A heavy shift toward contract roles (up to 84%) as organizations navigate headcount freezes and project-based needs. AI and data skills are becoming more requested, though adoption varies.

While elections don't bring immediate certainty, post-budget clarity helps businesses plan hiring. Andrew notes reactions to economic policies play a bigger role than policies themselves.

Mentions of AI tools in...

In this episode of the Product Design for Learning podcast, host Greg Arthur sits down with Tom McDowall, Chair of The Learning Network, to dive deep into the "Understand" phase of the product design process. Tom explains why this phase is critical, sharing practical advice and strategies on assumption mapping, stakeholder engagement, and data analysis. Listeners gain insights into balancing fact and assumption, managing risk, and ensuring that learning solutions genuinely address performance challenges rather than merely looking engaging.

Tom McDowall is the Chair of The Learning Network and a seasoned expert in learning design and product strategy. Known for his candid and pragmatic approach, Tom brings years of experience in tackling real-world performance issues through thorough research and data-driven methodologies. With a reputation for challenging the status quo, his insights help organisations move beyond superficial solutions to create impactful learning experiences.

• Tom stresses that the "Understand" phase is the most crucial step in the design process. It sets the foundation for all subsequent phases, and if done incorrectly, nothing else matters. He highlights that this stage involves rigorously examining assumptions and real facts, and the phase must be approached without shortcuts to mitigate unnecessary risk.

• Assumption mapping involves breaking down a client’s request into facts and assumptions. Tom uses this tool to clarify which parts of the brief are evidence-based and which are speculative. This clarity prevents the design process from veering off course and helps in making informed decisions that address genuine business risks.

• Tom explains that pushback often comes in the form of pressure over deadlines and budgets. He advises identifying who truly controls these aspects (budget holders, timeline setters, and key decision-makers) to build alliances. Engaging those who may even disagree initially can provide a more realistic picture of the workplace and improve the overall output.

• Tom emphasises the value of interacting directly with stakeholders and end users. While solo work can lead to faster ideas, it risks missing crucial feedback. He recommends a mix of interviews, roundtable discussions, and group activities to challenge assumptions and enhance understanding, ensuring the process is inclusive and reflective of real-world conditions.

• Tom loves the early stages of gathering data through interviews and fieldwork but admits that analysing the data can be a tedious task. He suggests that delegating data analysis to someone who enjoys it, or using technological tools to assist, can help maintain momentum without compromising the quality of insights.

• Effective data visualisation is critical. Tom argues that good visualisations should tell a story that stakeholders can understand at a glance—not just a collection of graphs. By clearly demonstrating the impact of potential risks and the benefits of informed decisions, you can secure stakeholder buy-in and move the project forward.

• Tom advises not to stress about perfection; incremental...

In this episode of the Product Design for Learning podcast, host Greg Arthur is joined by Charlie Kneen from Solvd Together to discuss human-centred design for a skills-first transformation. They explore the realities of skills-based organisations, the pitfalls of traditional competency frameworks, and how businesses can genuinely embed skills-first approaches.

Charlie shares his perspective on why many organisations are missing the mark with skills strategies, the importance of outcome-driven design, and how experience design can drive real behavioural change. They also tackle common challenges in workplace learning, the role of leadership, and how human-centred design can be applied at scale to shift organisational culture.

Charlie Kneen is a learning strategist and human-centred design advocate at Solved Together, a consultancy focused on solving business challenges through innovative design thinking. Charlie is passionate about rethinking traditional approaches to skills development, challenging the status quo in learning and development (L&D), and designing experiences that create lasting impact.

• Many organisations are rebranding traditional competency frameworks as "skills strategies" without changing their approach.
• A true skills-first organisation requires fundamental shifts in strategy, rather than just new tech or frameworks.
• Human-centred design helps companies rethink their approach by focusing on outcomes, not just structures.

• Competencies are often compound skills that vary in different contexts, making them difficult to measure effectively.
• A task-first approach focuses on what people need to do rather than broad, vague skills.
• Businesses should start with strategic goals, then work backwards to define the skills that drive those outcomes.

• Many organisations invest heavily in complex competency frameworks that don’t get used.
• There’s an overreliance on tech-based solutions that don't address the core challenges of skill-building.
• A skills-based organisation should be social and dynamic, rather than a rigid framework applied from the top down.

• Start with the end goal: What is the business trying to achieve? Then design backwards.
• Prioritise real-world experiences over theoretical learning. Simulating real challenges leads to more effective learning.
• Adopt an outcome-driven design mindset: rather than focusing on content, focus on the experiences that will drive behavioural change.

• Organisational change requires both top-down leadership buy-in and bottom-up employee engagement.
• Different teams and individuals may need different learning experiences to achieve the same overall transformation.
• Tracking data continuously, rather than relying on outdated pulse surveys, helps businesses stay agile in their learning strategies.

• Greg Arthur introduces Charlie Kneen and the topic of human-centred design in a skills-first...