Abdali, MunaalHo, MarcusMorrow, Jeremy2025-02-112025-02-112024-03-04New Zealand Journal of Employment Relations, ISSN: 1176-4716 (Print); 1179-2965 (Online), Auckland University of Technology (AUT) Library, 48(2), 1-18. doi: 10.24135/nzjer.v48ix.1441176-47161179-2965http://hdl.handle.net/10292/18635The move towards digital technologies for employee training and development is increasingly imperative for organisations in a globalised and digitally connected society. This trend has been accelerated by a Covid-19 work environment where employers grapple with training and development through remote technologies. Consequently, employees are increasingly expected to make multifaceted decisions about their personal development in an uncertain technological environment. Within this environment, organisations are also under pressure to leverage their digital offerings to be more innovative and strategic. The adoption of digital learning solutions (DLS) for employee learning and development strategy has profound implications for their development and relationship with the organisation. This research note explores the implications of moving towards DLS through strategic reflections from human resources managers in New Zealand. Our findings suggest three critical strategic tensions that dominate HR managers’ thinking on adopting DLS: strategic rationales, organisational imperatives, and cognitive barriers. Finally, we discuss the implications of these critical tensions in technology adoption for employee development and employee relations.Copyright (c) 2024 The author and NZJER. Creative Commons License. This work is licensed under a Creative Commons Attribution 4.0 International License.https://creativecommons.org/licenses/by/4.0/3503 Business Systems In Context3505 Human Resources and Industrial Relations35 Commerce, Management, Tourism and Services3507 Strategy, Management and Organisational BehaviourGeneric health relevance4 Quality Education1503 Business and Management1608 Sociology2202 History and Philosophy of Specific Fields3505 Human resources and industrial relations3507 Strategy, management and organisational behaviourJournal ArticleOpenAccess10.24135/nzjer.v48ix.144