HUNEETY RESOURCES
Why Learning Fails Without Action
On May 22, 2025, Huneety Learning hosted an engaging conversation at Huneety Learning Space, Fabbit Global Gateway, Asoke. Our Learning & Talent Retention Consultant, Claire, welcomed two distinguished guests:
They joined us to share their real-life experiences and lessons in driving Learning & Development (L&D) in their organizations. Here's what they had to say:
“Learning drives engagement—but it must be meaningful, supported, and visible.”
I’m Noon, currently leading the digital learning platform at a global petrochemical company. My career spans the full L&D cycle—from talent development to successor programs and corporate training.
My focus today is growing adoption of our digital learning platform. We’ve scaled to over 10,000 courses, covering both technical and soft skills, and the trend is clear: employees are hungry for soft skills—topics like communication, change management, and active listening consistently stand out.
The real challenge? Shifting from traditional in-person engagement to digital-first solutions. It wasn’t easy at first. I had to learn the tech side quickly. But the impact is undeniable—more flexibility for learners, reduced costs, and scalable access across the company.
E-learning supports the 10% of the 70-20-10 model—but only works if learners apply what they’ve learned.
I believe in blending all three. And most importantly, making sure what is learned gets practiced.
One message I always share: it starts at the top. If leaders don’t value development, learning initiatives fail. I’ve seen organizations cut training budgets first—chasing short-term savings and ignoring long-term risks.
Learning ROI isn’t just about numbers—it’s about visible behavior change. If your best people leave, it’s often not for pay—it’s because they feel undervalued or stagnant. That’s why performance reviews, IDPs, and skill-building must be built into KPIs and leadership accountability.
After 3 years in a role, employees need new scopes, challenges, or rotations. Without that, you risk disengagement. Worse, they may stay but stop growing. That’s the hidden cost of inaction—deadwood in your workforce.
We also see gaps in manager capability. Many are promoted for technical skill, not people development. Senior managers often lack time—or the mindset—for coaching. Organizations must invest in building these skills if they want to retain top talent.
“My journey didn’t begin in a boardroom or with a marketing plan,” says Premchai Singh, now a Digital Marketing & Communication Manager at a leading petroleum company. “It started with a sketchpad.”
Premchai’s career began with a passion for creativity. After studying Industrial Design, he entered the world of graphic design as a Website Designer, where he spent a decade immersed in aesthetics, user experience, and visual storytelling. But as he honed his creative edge, another calling emerged—one that demanded more than pixels and layouts: the power of communication at scale.
Transitioning into the corporate world was a leap. He moved into Marketing & Communication in the manufacturing sector, a space driven by structure, metrics, and strategy. “It was a whole new world,” he recalls. “I had to learn the language of business while holding onto the creative spark that brought me here.”
One of Premchai’s proudest milestones came when he stepped into the role of Art Director at a global agency.
Leading a team that included senior professionals, he found himself navigating not only projects but also trust and team dynamics. One challenge stood out: a team member isolated due to a lack of trust from colleagues.
“I saw something in him that others didn’t,” Premchai shares. “He wasn’t thriving in digital, but when I gave him physical model tasks, he came alive. That’s when I learned how important it is to recognize individual strengths. Leadership is not about authority—it’s about unlocking potential.”
Today, Premchai is driving digital transformation inside a traditional industry. He’s helping lead communication strategies for major organizational shifts, working alongside transformation and digital teams. But change doesn’t come easy.
“One of the toughest parts of my job is getting people to embrace new tools. Some still rely on Excel when we have advanced analytics ready to go. Change isn’t just about systems—it’s about mindsets.”
His approach? Bridge the gap through empathy and clear communication. He promotes awareness, encourages hands-on learning, and celebrates small wins. “Adoption is a journey, not a single step. People need to understand the ‘why’ before they’ll try something new.”
To stay ahead, Premchai constantly evolves. He uses tools like ChatGPT and AI platforms to wear many hats—writer, designer, editor, creator—all at once. He encourages colleagues to explore these tools too, but always reminds them to start with understanding their own goals.
He’s also known for his soft skills—a natural leader with strong people management, active listening, and resilience. Interestingly, he only realized these strengths when a colleague pointed them out. “Sometimes, others see the leader in you before you do.” His learning philosophy is hands-on, inspired by the 70:20:10 model. “I learn best by doing—trying, failing, adjusting. That’s how I grow.”
Behind the digital dashboards and transformation projects lies a human story—one of curiosity, courage, and connection. And at the heart of it is a leader who believes that even in a tech-driven world, empathy and understanding are the real game-changers.
