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Training: the engine of continuous learning in today’s organisations

Training is the systematic process of acquiring the knowledge, skills and attitudes needed to perform a job or to adapt to new contexts. In business it is no longer a one-off event but a strategic lever that supports growth, talent retention and ongoing innovation. ¹

In the era of hybrid work and fast-changing capabilities, training must be flexible, measurable and value-oriented. It is not enough to “transfer content”: programmes must provide experiential learning, drive behaviour change and link outcomes to business goals.

Main types of training

• Technical training – develops hard skills (software, procedures, compliance).
• Transversal training – strengthens soft skills such as communication, problem-solving, emotional intelligence.
• Managerial training – prepares leaders to run teams and projects (management, leadership).
• Mandatory training – ensures compliance with laws and regulations (safety, privacy, ESG).
• Micro-learning & e-learning – short digital modules, available on demand.

These categories are not mutually exclusive; an effective training strategy combines several formats according to audience needs and business priorities.

Training, L&D and Talent Development: what’s the difference?

• Training – activities aimed at acquiring or updating skills.
• L&D – the function that designs, delivers and measures training across the organisation.
• Talent Development – a broader journey that includes training, coaching, job rotation and career paths.

In practice, training is the ingredient; L&D and Talent Development are the recipe and the kitchen where that ingredient is used to create long-term value.

Principles of effective training

• Strategic alignment – every initiative must support a measurable business priority.
• Experiential learning – practical activities, role plays and workshops boost on-the-job transfer. ²
• Feedback & reinforcement – reflection, peer review, coaching and 30/60/90-day follow-ups.
• Personalisation – pathways tailored to competence level, learning style and individual goals.
• Impact measurement – clear KPIs (Kirkpatrick, ROI, behavioural change) to evaluate results and improve.

From theory to practice: an example of training design

A three-month blended programme to build assertive communication in customer service could include:

• Introductory micro-learning (15-minute video + quiz)
• Live online workshop with call simulations
• Group coaching sessions analysing real cases
• On-the-job challenge: apply the techniques in five real conversations
• Real-time manager feedback and CSAT measurement pre/post

Outcome: +18 % customer satisfaction and a 12 % reduction in average handling time within six weeks.

Training and the Future of Work

In a data-driven, automation-led economy, skills become obsolete quickly. Continuous training is the only way to keep the workforce relevant, motivated and ready to collaborate with AI and human colleagues. ³

Organisations that invest in structured training programmes see:

• Higher retention and a stronger employer brand
• Faster innovation capability
• A climate of continuous learning and psychological safety

The manager’s role in training

Managers are not merely “sponsors” of training; they are on-the-job coaches. They must give feedback, create time for learning and connect new behaviours to team results. To do so effectively, they can assess their relational skills through a leadership test and an emotional-intelligence test.

How to measure training success

• Reaction – immediate participant satisfaction (surveys, learning NPS).
• Learning – pre/post tests, certifications, quizzes.
• Behaviour – observation of new behaviours at work, behavioural KPIs.
• Results – impact on productivity, quality, profitability, retention.

Combining these four dimensions (Kirkpatrick model) demonstrates training ROI and helps fine-tune programmes.

Conclusion

Training is not a cost to cut in uncertain times but an investment to ensure competitiveness and resilience. In a market where skills evolve rapidly, organisations that cultivate continuous learning unleash innovation, attract talent and build lasting advantage.

References

• Salas, E., Tannenbaum, S. I., Kraiger, K., & Smith-Jentsch, K. A. (2012). The science of training and development in organisations: What matters in practice. Psychological Science in the Public Interest, 13(2), 74-101. ↩︎
• Kolb, D. A. (1984). Experiential Learning. Prentice-Hall. ↩︎
• World Economic Forum (2023). Future of Jobs Report. https://www.weforum.org/reports/future-of-jobs-report-2023/ ↩︎