Corporate training in Italy is gaining traction as a vital component of business strategy, according to the latest findings from the fifth edition of the Corporate Education Community (CEC) study conducted by the POLIMI Graduate School of Management. The research reveals that 84% of Italian companies view corporate education as essential, with nearly half incorporating it into their strategic plans.
Artificial intelligence (AI) is increasingly recognized as a transformative force in enhancing workforce capabilities. The study indicates that 73% of companies acknowledge AI’s role in facilitating continuous learning and problem-solving, while 70% highlight its positive impact on effective communication. Despite this promising potential, significant barriers to full AI adoption persist, particularly as workplaces become more intergenerational, combining Baby Boomers, Gen X, Millennials, and Gen Z.
“Organisations are entering an advanced stage of maturity in the field of training, but the real challenge lies in turning this awareness into a more integrated and personalised learning ecosystem capable of fully leveraging digital tools and artificial intelligence,” said Tommaso Agasisti and Mauro Mancini, Associate Dean for Institution and Public Administration and Associate Dean for Corporate Education, respectively, at POLIMI Graduate School of Management. They emphasized that “AI can broaden the reach of training, improve learning quality and support the development of human capabilities.” However, they cautioned that companies need to invest decisively in digital skills and ethical governance to maximize these benefits.
The study reports a substantial increase in the average volume of corporate training in Italy, which is estimated to reach 43 hours per employee in 2024—an 80% increase since 2015. Notably, a slight disparity remains between small and medium-sized enterprises (SMEs), averaging 41 hours per employee, and larger firms, which average 46 hours. The primary objectives driving corporate education include professional upskilling (65%), closing knowledge gaps (46%), and ensuring regulatory compliance (42%). While traditional classroom training remains prevalent, blended learning approaches, which combine online and in-person formats, are being employed by 58% of firms, indicating a gradual but steady shift towards digitalization.
AI’s relevance in corporate training cannot be overstated. Although only 7–8% of companies currently utilize AI extensively, a notable share—between 23% and 31%—is in the process of planning or launching AI-based initiatives. The most common applications identified include technical skills training, decision-making support, personalized learning pathways, and language training. Companies report that key advantages of AI include its ability to simulate complex scenarios (75% of respondents), monitor learning progress in real time (76%), and provide immediate feedback (75%). Furthermore, more than half of the companies surveyed believe that AI can facilitate inclusion and personalized learning experiences.
Despite these advantages, considerable hurdles remain. A staggering 79% of companies express limited familiarity with AI tools, and 76% harbor doubts about AI’s effectiveness in fostering essential qualities such as empathy and leadership. Ethical concerns loom large, with 77% of firms citing challenges related to algorithmic transparency and similar proportions highlighting data privacy issues and potential algorithmic bias. To tackle these challenges, many companies are adopting responsible AI governance measures, such as ethical training for educators (79%) and regular audits of their algorithms. These initiatives reflect a growing recognition of AI as a strategic asset, even as its integration remains a work in progress.
The evolving landscape of corporate training is also characterized by an increasingly intergenerational workforce. Millennials (48%) and Gen X (28%) represent the core of the labor market, while Gen Z (16%) is gradually making its presence felt, bringing with it expectations for rapid learning and flexibility. Baby Boomers (9%), although fewer in number, still play an active role. Generational preferences significantly influence training initiatives, with Gen Z showing the highest engagement in practical and immersive learning experiences. Companies report that 36% are utilizing on-site mentoring, while 20% employ on-the-job training methods. In contrast, training for older generations, such as Gen X and Baby Boomers, tends to focus on updating technical skills through cross-functional workshops and external training opportunities.
Despite the diverse training landscape, knowledge transfer between generations remains a considerable challenge. Approximately 53% of companies have yet to implement formal initiatives aimed at promoting intergenerational learning. However, tools such as reverse mentoring and communities of practice, which are already in place at 32% and 35% of companies with active programs, have shown promising results in facilitating this process.
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