Modern technologies have intensified innovations and necessitated changes in public service processes and operations. Continuous employee learning development (CELD) is one cardinal molecule-atom that keep employees motivated, competitive, and strengthen organization competitiveness. Organizations across the public and private sectors need to reinvigorate their human capital development (HCD) policies, processes, and practices to remain zealous and robust. Public service employees require nurturing and motivation if they are to render better service and ensure continuous productivity and performance. The study explored the efficacy of CELD in relation to modern technology in the South African (SA) public service departments between 2014 to 2023 era. Departments are faced with challenge of equipping their employees with adequate professional and technical skills for both the present and the future in order to deliver specific government priorities. Data for the study were gathered utilizing a qualitative semi-structured e-questionnaire. The study sample consisted of 677 human capital development practitioners from national and provincial government departments in SA. The inefficacy CELD and the inadequacy of technological infrastructure and service delivery can be attributed to the failure by executive management and senior managers to invest in CELD to prepare employees for digital world. Departments may benefit from using Ruggles’s knowledge management, Kirkpatrick’s training, and Becker and Schultz’s human capital models as sound measurement tools to balance CELD accordingly and gain a true return on investment. The top and line management should prioritize CELD and high-tech technologies to maximize employees’ creativity, wellbeing, motivation, satisfaction and productivity, and departmental performance. The study adds pragmatic insight into the value of CELD in the new technological environment in government context.