Corporate training is undergoing a moment of transformation. With the widespread deployment of artificial intelligence tools and new technologies, the challenge for companies is no longer solely to train their employees, but to ensure that that learning translates into real productivity gains and into new ways of working.
This perception is also shared by the employees themselves. According to the TalentLMS Annual L&D Benchmark Report 2025, 63% believe that their company’s training programs could be significantly improved. The report highlights that professionals are demanding more practical training, better integrated into their daily work, and with greater follow-up after learning.
In parallel, organizations such as the OECD identify lack of time, heavy workloads, and difficulties in balancing training with daily activities as some of the main obstacles to companies developing effective training programs.
This situation is becoming especially evident in AI tool implementation projects. While many companies are training their teams on AI-powered productivity solutions, results do not always translate into tangible efficiency gains or changes in the way work is done.
“Many organizations are discovering that delivering training on AI tools alone does not guarantee a productivity increase. When they analyze the results, they find that employees continue to perform many tasks in the same way as before. The technology is available, but changing work habits requires more than a course,” explains Jordi Damià, CEO of LiceoTIC Training.
Three reasons why training fails to drive change
According to Damià, there are three factors that explain why many training initiatives fail to transform the way organizations work:
- The first relates to the timing of the training. “Training should take place when the tools are going to be used immediately. If too much time elapses between learning and application, it is normal for people to forget part of what they learned and revert to their old ways of working.”
- The second factor is the lack of support once the course ends. “Learning does not end on the last day of class. Professionals need support to resolve questions, embed new habits, and apply what they learned correctly. Without that support, the risk of returning to previous processes is very high.”
- Finally, Damià highlights an aspect he considers decisive and that many organizations still overlook: the existence of internal profiles capable of driving change. “For a new tool to become consolidated within a company, you need people with a natural predisposition toward innovation, with curiosity to experiment, to try new solutions, and to discover how they can add value to the business. These profiles act as catalysts for change and help the rest of the team adopt new ways of working.”
Measuring impact, not just training hours
The rising prominence of artificial intelligence is prompting many organizations to rethink how they evaluate their training programs. In place of traditional indicators, such as the number of courses delivered or hours attended, it is becoming increasingly important to measure whether learning modifies processes, increases productivity, or improves how teams work.
For Jordi Damià, that should be the true indicator of success for any training initiative. “The goal of a training program should not be solely that people acquire new knowledge, but that a few weeks later they work in a different way and achieve better results. Only then can it be said that training has delivered a real return for the company.”
