Learning and Development Consultant – Digital Learning – Al-Futtaim Group

Al-Futtaim Automotive is investing in digital learning as part of a broader human resources transformation, and a Learning and Development Consultant on this team is responsible for designing, building, and rolling out digital training content and platforms across the automotive business. This isn’t a classroom-facilitation role so much as a design and implementation one: turning business and compliance training needs into effective digital learning experiences.

The work spans instructional design (structuring content so it actually builds skill, not just delivers information), working with a learning management system to publish and track courses, and partnering with business stakeholders across departments to understand what training gaps need addressing. Because the automotive business includes sales, service, and technical teams with very different learning needs, the role requires flexibility in format, from short digital modules to more involved blended learning programs.

Success in this role depends on being able to translate subject matter expertise from various parts of the business into learning content that’s genuinely engaging and measurable, rather than compliance training that gets clicked through without real retention. Data literacy also matters: tracking completion rates, assessment scores, and behavior change to demonstrate that digital learning investments are working.

This suits someone with an instructional design or corporate L&D background who is comfortable with both the creative side of content design and the more technical side of managing a digital learning platform.

A large automotive business depends on consistent skill levels across sales, service, and technical teams, and how well a company trains those teams directly affects customer experience, safety compliance, and operational efficiency. A Learning and Development Consultant who builds genuinely effective digital learning content helps close skill gaps faster and more consistently than ad hoc, in-person-only training could achieve across a business this size. Poorly designed digital training, content that's compliance-driven but not actually retained, wastes both the learner's time and the organization's investment in the platform, and can leave real skill or knowledge gaps that surface later as service errors, missed sales opportunities, or compliance issues. Digital learning also creates a scalable channel for rolling out new processes or product knowledge quickly across a geographically dispersed workforce, which matters a great deal when the business introduces a new vehicle line, safety protocol, or customer service standard that needs to reach every relevant employee at once. Because this role sits within a broader HR transformation effort, the quality of the digital learning function also shapes how the wider organization perceives L&D's credibility and value, affecting how much future investment and buy-in the function receives from business leadership.

This role sits at a genuinely useful intersection of instructional design, HR technology, and change management, which makes it a strong stepping stone into broader learning and talent development careers. Building digital learning content that actually changes behavior, not just tracks completion, is a specific and valuable skill, and doing it across diverse business functions (sales, service, technical) within one company builds range that's hard to get in a single-department L&D role. Working as part of a digital learning transformation also gives exposure to how large organizations manage change: navigating stakeholder skepticism about new platforms, proving ROI with data, and iterating content based on real usage patterns. Those change-management and stakeholder-influence skills transfer well beyond L&D into HR business partnering, internal communications, or organizational development roles, and they compound the longer someone spends navigating real organizational rollouts rather than theoretical training design alone. The technical fluency gained with learning management systems and e-learning authoring tools is also increasingly in demand as more companies shift training online, making this experience portable across industries, not just automotive. People who build a strong track record in digital learning and instructional design typically progress into L&D management, talent development leadership, or specialized roles in learning technology and HR systems, where this project-based, platform-savvy experience is directly relevant.

• Bachelor’s degree in human resources, education, instructional design, or a related field
• Experience in learning and development, instructional design, or digital training content creation
• Familiarity with learning management systems (LMS) and e-learning authoring tools
• Strong stakeholder management skills across diverse business functions
• Ability to translate technical or role-specific knowledge into effective learning content
• Data literacy to track and report on learning program effectiveness
• Project management skills to run multiple learning initiatives concurrently