Despite economic uncertainty, the job market outlook for learning and development (L&D) professionals remains steady and is even expected to grow. The U.S. Bureau of Labor Statistics (BLS) found that employment of training and development managers is projected to grow 6% from 2024 to 2034, faster than the average for all occupations. That’s encouraging news for the 56% of individual L&D contributors, 38% of L&D managers and 33% of L&D executives who say “it is very possible” they will look for a job within the next year, according to research from Training Industry’s L&D Career and Salary Study.

However, competition in the L&D field is strong, with many skilled professionals applying for the same opportunities. At the same time, employers are seeking candidates who can clearly demonstrate business impact during the interview process, which can be challenging.

Let’s take an inside look at the L&D hiring and interview process, exploring how job seekers can differentiate themselves and how hiring managers can effectively evaluate candidates.

Structuring the L&D Hiring Process

A well-structured hiring process, often supported by talent acquisition teams, is essential for attracting and evaluating top L&D talent.

At Align Technology, Chris Cassell, CPTM, director for North America learning and development (sales), structures the interview process as a multi-step evaluation that uses both qualitative insight and structured assessment. “At Align, we’ve got a pretty good talent acquisition group, and I really trust working with them,” he says. By screening and vetting candidates, the team ensures Cassell receives a manageable, qualified pool.

The next step is a low-pressure, 30-minute phone conversation, giving candidates the chance to share their experience and ask questions while providing an initial sense of fit. Candidates who move forward join a panel interview with cross-functional stakeholders, where Cassell uses behavioral questions refined over several years.

“Skills for the job are important… but to me, the cultural fit is more important, because I think skills you can train,” Cassell says. Specifically, he looks for three main attributes: strong process orientation, an entrepreneurial mindset that includes a willingness to challenge ideas, and a demonstrated ability to navigate ambiguity and bring structure to complex situations.

When hiring for L&D roles at Fresenius Medical Care, Darryl Martin, CPTM, director of learning and development for Fresenius Renal Pharmaceuticals, also leverages talent acquisition to conduct an initial screening as the first step in a multi-stage process. “The next step in that process is an interview with the hiring manager, and that’s where we get more into the details of what we’re looking for, what they will bring to the role and that type of thing.” The next step involves a peer or cross-functional team interview — or sometimes both. “We really want to hammer home the importance of the cross-collaboration as a true business partner inside of L&D,” Martin shares. Lastly, candidates may participate in a portfolio review or complete a small project, giving the team insight into how they approach needs assessments, design solutions and measure impact.

Kimberly Greene, CPTM, instructional design manager at Applied Medical, also follows a structured, multi-step process supported by an internal recruiting team. She begins by developing a targeted job description and clarifying role expectations. Greene then holds a strategy meeting with internal recruiters to align on required qualifications and preferred skills, and shares more about her team’s working style.

The hiring process starts with a recruiter-led phone screen using tailored questions to assess initial alignment. Candidates who advance participate in a virtual interview. Then, candidates meet with a panel to evaluate cultural fit, collaboration and alignment with company values. A critical part of the process is the on-site interview, where candidates present a 15-minute solution to one of a few case study prompts provided in advance. “That’s been really intentional, and we’ve refined it, but [the case study presentation] is so critical to being able to tell, is it just theory, or have they actually been able to prepare something that is targeted [and] is truly meeting the need,” Greene says.

Identifying and Assessing Skills

Identifying and assessing the right skills and capabilities is a critical part of hiring for L&D roles. Greene emphasizes using behavioral-based interview questions to see evidence of applied skills. She looks for expertise across the full instructional design lifecycle, adult learning principles, technology integration, evaluation methods, project management and the flexibility to pivot across multiple projects.

Cassell tailors skills assessments to the specific role, combining narrative-based interviews with panel discussions to evaluate practical experience and thinking patterns. He prioritizes business acumen and a process-oriented mindset, seeking candidates who can connect training to measurable business outcomes and design solutions with the “end goal” in mind.

Core capabilities — like instructional design, facilitation and communication — are crucial, Martin says. However, “It’s important in today’s L&D world that we move beyond that,” he shares, by looking at “differentiating skills” like business acumen, data literacy and the ability to measure learning impact. And in highly regulated industries (e.g., pharmaceuticals, health care, finance, etc.) it’s also important to consider domain-specific knowledge around compliance requirements and regulatory standards.

By defining core and differentiating skills, and using real-world exercises to assess them, L&D hiring managers can make stronger, more strategic hires.

Background and Credentials

There are many pathways to an L&D role, with professionals often transitioning from other fields. According to the BLS, “typical entry-level education” for training and development roles is a bachelor’s degree. However, holding a master’s or doctoral degree is a common attribute among the highest-salaried learning professionals, Training Industry’s “L&D Career and Salary Study” found.

While formal education can be valuable, it’s not the only indicator of readiness. Industry certifications and courses can also help demonstrate candidates’ knowledge and expertise. “I want to see and ask about some sort of proof that you’re doing something to learn and get better at your craft. Because that’s the business that we’re in, so if we’re not doing it, it’s pretty hypocritical to not have your own learning culture,” Cassell says.

Greene agrees that professional development can set candidates apart, noting that certifications “would stand out more” than shorter courses because they typically require a significant time commitment and include assignments and formal evaluations.

Advice for L&D Job Seekers

It’s important for L&D job seekers to recognize that the L&D space has evolved and continues to evolve, Martin says. “It’s not just about creating content anymore; it’s about building capability. When it comes to L&D, both for leaders in L&D, and for individual contributors inside of L&D, you have to be embedded in the business.”

Here are a few ways to demonstrate impact and outcomes when interviewing for L&D roles:

• Build a Portfolio: Greene says a strong portfolio is an effective way to showcase your work with clear examples of instructional design projects, different modalities and tools you’ve used. Ensure all links work and that it aligns with your resume.
• Share “Success Stories:” Use clear, specific examples to illustrate how your work positively impacted teams, customers or business outcomes.
• Highlight Business Acumen: Speak to how you’ve identified training needs, used data to make informed decisions and measured outcomes. If you’re a candidate, Cassell says “it’s huge” to be able to “speak that language.” Martin agrees, sharing that “being comfortable having a seat at the table, and doing everything that you can to help position L&D as an integral business function, should be involved in conversations from the start.”
• Connect Training to Organizational Impact: Frame your work in terms of how it contributes to business objectives. Demonstrating this mindset shows you think beyond content creation to creating real value.

Whether you’re pursuing an L&D role or hiring L&D talent, success requires thorough preparation and a focus on business impact. Candidates who demonstrate applied skills, a business-first mindset and ongoing professional growth stand out, and hiring managers who use thoughtful, skills-focused processes can better attract and retain top talent.