Study Reveals Structural Gaps in Corporate Learning and Development

Munich, 24.02.2026 – Learning and development (L&D) opportunities are a key driver of employee satisfaction and retention in Germany. At the same time, a significant gap remains between expectations and reality. These are among the central findings of the study “The Status Quo of Employee Development 2026”, conducted by Mystery Minds in collaboration with YouGov. A total of 1,004 employees aged 18 to 65 were surveyed.

According to the study, 82% of respondents consider learning and development opportunities within their company to be important or very important. Overall, 56% state that an attractive learning offering influences their long-term decision to remain with their employer. However, 22% report that it is difficult or very difficult to find suitable learning opportunities, and one in six respondents (16%) say that their company currently offers no learning or development programs at all.

“Our study clearly shows that personal development is a decisive factor for workplace satisfaction in 2026. For younger generations in particular, it is a core criterion when deciding whether to stay with an employer. Yet we are observing a considerable gap between aspiration and reality,” says Christoph Drebes, Managing Director of Mystery Minds GmbH.

 

Structural Barriers and Sources of Frustration

According to the findings, dissatisfaction with existing programs stems from systemic shortcomings. Beyond limited availability, respondents cite a lack of relevance to their specific roles (35%) and time constraints as major obstacles. In fact, 31% state that they are unable to integrate learning opportunities into their daily work schedules.

 

Differences Between Women and Men

The study also highlights gender-specific differences in time investment and perception. While 52% of women spend no more than 60 minutes per month on professional development, the figure for men is 45%. For women, the greatest barrier is the difficulty of integrating learning into daily routines, whereas men most frequently cite a lack of content relevance.*

 

Impact of Hierarchy and Company Size

The research further reveals a clear gradient across hierarchy levels: the higher the position within the company, the more important, accessible, and effective development programs are perceived to be. Fifty-nine percent of executives at board or managing director level spend more than two hours per month on development activities. The figure is 53% in senior management and 45% in middle or junior management, compared to just 23% among employees without managerial responsibility.

Similarly, the likelihood that structured development programs are both available and effective increases with company size.

 

Traditional Formats Dominate — Untapped Potential Remains

Traditional, structured formats continue to dominate corporate learning landscapes. Online courses (49%), internal workshops (42%), and external workshops (39%) are the most commonly used formats. Informal learning approaches such as peer learning (6%), learning communities (9%), or microlearning (10%) remain largely underutilized in German organizations.

 

Conclusion

In 2026, employee development has evolved into a strategic success factor for both companies and their workforce. Organizations face the challenge of not only providing learning opportunities but also making them more visible, accessible, and aligned with employees’ roles and daily realities. Doing so will be essential to securing long-term retention and future competitiveness.

 

* The number of respondents answering this question was below n = 100. Compared to other subgroup results, these findings have lower statistical significance.

 

About the Study

For the study “The Status Quo of Employee Development 2026”, Mystery Minds conducted an online survey in collaboration with YouGov Germany between December 2 and December 11, 2025. A total of 1,004 employees aged 18 to 65 working in office-based roles participated via the YouGov Germany panel. The objective of the study was to examine the perception, usage, and importance of learning and development opportunities, as well as their impact on employee satisfaction and retention.