Beyond Checkboxes: Ben Eubanks on Building Durable Skills in the Workplace

In a recent LinkedIn post, Ben Eubanks critically examines the common pitfalls of corporate training, arguing for a fundamental shift from “disposable learning” to “durable learning.” Eubanks, who leads research at Lighthouse, highlights the disconnect between traditional training completion metrics and actual behavioral change.

The “Disposable Learning” Trap

Eubanks opens by painting a familiar picture of ineffective corporate training::

“A company spends $50k on a leadership training program. Employees spend four hours in a windowless conference room. Everyone passes the quiz. 30 days later? Nothing has changed.”

This scenario, he explains, illustrates the “disposable learning” trap, where training is treated as a box to be checked rather than an investment in lasting capability. As an HR leader, Eubanks admits to feeling the pressure to simply “get the training done,” but as a researcher, he understands that completion does not equate to effectiveness. He points out the increasingly short shelf life of technical skills, noting that “The shelf life of a technical skill is now roughly five years. Some say even less, depending on the skill.” This rapid obsolescence, Eubanks argues, necessitates a move towards training that fosters enduring knowledge and adaptability.

Defining Durable Learning

The core of Eubanks’s argument centers on the concept of durable learning. He contrasts this with training focused only on immediate needs, stating, “If we are only training for the ‘now,’ we are constantly playing catch-up.” Durable learning, in his view, is not merely about absorbing information but about ensuring that knowledge withstands the natural process of forgetting and, crucially, translates into tangible behavioral shifts.

According to Eubanks, the companies that excel in developing their workforce do more than just deliver content. He elaborates:

“In our research at Lighthouse, we see that the most successful companies don’t just ‘train’—they create environments where learning is reinforced through social connection and real-world application.”

This emphasis on reinforcement and application is key to making learning stick. Eubanks suggests that fostering social connections around learning and providing opportunities for immediate, real-world application are critical components that traditional, isolated training sessions often miss.

Shifting the Measurement Paradigm

To combat the ineffectiveness of disposable learning, Eubanks proposes a practical shift in how HR professionals measure training success. He challenges the status quo, which often focuses on completion rates, by advocating for a more impact-oriented question.

His key takeaway for HR professionals is:

“Practical tip for my HR friends: Instead of asking ‘How many people finished the course?’, start asking ‘What’s one thing you’ve done differently since the session?'”

This simple yet profound question shifts the focus from passive consumption to active implementation, pushing organizations to evaluate whether training is genuinely influencing behavior and driving meaningful change. Eubanks concludes by posing a direct challenge to his peers: “Are you building skills that last, or just filling seats in a classroom?” This call to action underscores the urgency for businesses to rethink their learning and development strategies to cultivate truly durable skills that provide a lasting competitive advantage.