Why both learning and training matter

Organisations invest heavily in new processes, technologies, and ways of working. However, one area often misunderstood or overlooked is the distinction between learning and training – two crucial yet distinct elements of successful transformation.

While both contribute to knowledge acquisition, they serve different purposes and audiences. Subject matter experts (SMEs) and key stakeholders learn about a new system through their involvement in defining requirements, designing, and testing the solution. Meanwhile, end-users receive training on how to perform their roles effectively within the new solution. Recognising this distinction is key to avoiding common pitfalls in adoption and ensuring a smoother transition.

The Difference Between Learning and Training

Learning: A Continuous, Experiential Process

Learning happens through exposure, engagement, and problem-solving. It is typically informal and evolves over time, often taking place as part of the project lifecycle.

In a transformation project, SMEs, process owners, and key stakeholders learn about new systems and processes by:

• Participating in requirements workshops to define business needs.
• Engaging in design sessions to shape the future state.
• Conducting user acceptance testing (UAT) to validate system functionality.
• Collaborating in change discussions to address impacts and readiness.

Because SMEs are deeply involved in shaping the system, they build a conceptual understanding of its capabilities and how it integrates with business processes. However, this learning is not structured nor necessarily transferable – it’s about problem-solving and adapting to evolving requirements.

Training: A Structured, Role-Based Process

Training, on the other hand, is formalised and structured to ensure end-users know how to perform their role functions effectively within the new system or process. Unlike learning, which is iterative, training follows a clear lesson plan designed to support adoption.

End-user training focuses on:

• System navigation – How to log in, access features, and perform key tasks.
• Process execution – How workflows are changing and what users need to do differently.
• Role-based actions – Specific tasks and permissions relevant to each user group.
• Troubleshooting and support – Where to seek help when issues arise.

The goal of training is to translate system functionality into real application, so users feel confident in their roles post-implementation.

The Common Pitfall: Assuming Learning is Enough

One major mistake organisations make is assuming SMEs do not need training because they have been involved in the learning process. However, the knowledge SMEs acquire through participation is not the same as structured training for end-users.

For example, an SME who has been part of design discussions and testing might understand why a process works a certain way, but they may struggle to explain how end-users should complete tasks within the system. Without formal training, SMEs may lack the ability to:

• Communicate instructions clearly to other employees.
• Provide consistent guidance when supporting users post go live.
• Understand how training needs differ across roles and levels of digital literacy.

Bridging the Gap: Integrating Learning and Training for Success

To maximise the success of a transformation, organisations should ensure learning and training are complementary rather than separate.

1.Leverage SMEs as Super Users or Trainers
SMEs should receive structured training to bridge their deep process knowledge with end-user needs. This equips them to serve as trainers, mentors, or super users post go live.

2.Design Training with Role-Specific Needs in Mind
Not all users need the same level of training. Role-based training ensures that individuals learn only what’s necessary for their job, reducing overwhelm and increasing adoption.

3.Use Learning to Refine Training Materials
The insights SMEs gain from learning (e.g., design decisions, testing feedback) should feed into training materials to ensure practical relevance.

4.Offer Multiple Training Formats
Training should not be a one-time event. Instead, organisations should offer:

• Instructor-led training (ILT) for hands-on guidance.
• E-learning modules for self-paced learning.
• Job aids, quick reference guides, and FAQs for ongoing support.
• On-the-job coaching from SMEs or super users.

5.Ensure Continuous Reinforcement Post Go Live
Learning and training should continue even after implementation. Reinforcement activities like refresher sessions, peer coaching, and feedback loops help sustain adoption and optimise usage.

Understanding the difference between learning and training is crucial for the success of any transformation. While SMEs learn through experience and iterative engagement, end-users require structured training tailored to their roles. By integrating both effectively, organisations can drive adoption, minimise resistance, and maximise the impact of new systems and processes.

As you reflect on your transformation projects, consider:

• Are your SMEs equipped to train others, or do they need additional support?
• Is training designed to be practical and role-based, or is it too generic?
• How will you reinforce learning and training post-implementation?

Bridging the gap between learning and training is not just about knowledge – it’s about empowering people to use that knowledge effectively to drive real results.