Staff training and development: Benefits, examples and how to plan it

Hiring the right people is a starting point. As roles change, employees need opportunities to build new skills and see where those skills could take them. Training helps them do their work well today. Development gives them room to take on new responsibilities, build confidence and work towards their career goals. 

For staff, that sense of progress can make work more rewarding. For organisations, it can help keep skills current and give people reasons to stay. But development works best when employees have a say in what they want to learn and managers make time to support them. 

This guide explains the difference between training and development, the benefits of each and how HR and L&D teams can plan a programme, choose where to invest and measure progress. 

The difference between staff training and professional development 

Training and development both help people grow at work, but they meet different needs. 

• Staff training helps employees learn a specific skill they need now. If your team starts using a new system or piece of equipment, training gives them the knowledge and practice to use it confidently. It usually has a clear goal and a shorter timeframe. 
• Professional development looks further ahead. It helps employees build broader skills, such as managing people or leading projects, as their interests and responsibilities change. Employees should have a say in the goals they work towards and the pace of their development. 

Staff training vs professional development: examples 

Staff training	Professional development
Customer service skills	Leadership training
Technical software training	Attending industry conferences
Safety and compliance training	Pursuing advanced qualifications
Onboarding programmes	Mentoring programmes
Sales techniques	Public speaking workshops
Diversity and inclusion training	Networking events

What are the benefits of staff training and development? 

Investing in learning and development benefits both employees and the organisation. 

1. Better skills and knowledge 

Training helps employees build the skills they need in their roles. When they know how to use a new system or approach a task, they can work more confidently and adapt as their responsibilities change. 

2. Higher engagement 

Development gives employees a chance to grow at work. It also shows them that their organisation is willing to invest in that growth. 

Timing matters. If a team receives training before a new system goes live, they have time to practise and ask questions. They can begin using it with greater confidence. 

3. Better retention 

People are more likely to see a future with an organisation when they have opportunities to learn and progress. Great Place To Work UK’s 2026 research found that employees in workplaces with strong development opportunities were twice as likely to say they wanted to stay for a long time. 

Training alone cannot guarantee retention. Give employees a say in their development and make their next steps clear, whether that means building skills for their current role or preparing a new one. 

4. Readiness for change 

New technology can change how people work. Giving employees time to learn before a change takes effect helps them feel prepared and keeps essential work moving. 

If a council is introducing a new finance system, for example, it can train staff in stages around their roles and month-end responsibilities. That gives each team time to practise the tasks they will need to carry out during the switch. 

5. Engagement and productivity 

In a 2024 survey by Ipsos Karian and Box, 54% of UK office workers said their employer had given them sufficient opportunities to learn new skills, while 74% wanted to learn new skills to keep up with their industry. 

The findings highlight the importance of making training relevant, effective and engaging. When employees can apply new skills in their roles, they are better equipped to make informed decisions, solve problems and improve their performance. 

6. Succession planning and promotion 

Development helps employees prepare for responsibilities they may want to take on in the future. It also gives managers a clearer view of who is interested in progressing and what support they need. 

When a leadership role becomes available, you may then have internal candidates who have already had opportunities to build relevant skills. 

7. Better customer service 

Employees need the right knowledge to answer questions and resolve problems. Training can help them understand a service, follow the correct process and know when to ask for support. 

For customers, that can mean clearer answers and a more consistent experience. 

8. New ideas 

Learning gives people a chance to step back from familiar ways of working. As they build their skills and hear different perspectives, they may spot steps that could be improved. 

Make space for employees to share those ideas and try practical changes with their teams. 

Which areas of training and development should you focus on? 

One training programme will not meet everyone’s needs. Start by looking at the skills your organisation relies on and where employees want to grow. If only one person can carry out a critical task, for example, training a colleague can help keep that work moving when they are away or leave. 

A skills matrix can show you what each role requires and which skills people already have. Keep it up to date as you plan projects. Use appraisals and regular check-ins to ask employees about their feedback on what to learn, too. Some people need time or a second conversation to work out what would help them most. 

How to plan a training programme 

1. Identify the need: Compare the skills each role requires with those employees have. Use your skills matrix alongside appraisals and check-ins. 
2. Set priorities: Address gaps that could affect essential work or compliance first. Then consider skills that support future projects and career progression. 
3. Choose how people will learn: Depending on the skill, this could mean learning on the job, mentoring, e-learning, an external course or an apprenticeship. 
4. Plan the full cost: Include employees’ time as well as course fees, and check whether funding is available. 
5. Agree what success looks like: Decide before training starts what employees should be able to do afterwards and how you will check their progress. 
6. Review what changed: The Kirkpatrick model offers four ways to evaluate training: reaction, learning, behaviour and results. Ask whether people found it useful and what they learned, then check whether they are using those skills at work. 

Funding training in the UK 

Apprenticeships may be one way to fund the skills your organisation needs. Under the Growth and Skills Levy, employers can use eligible funds for apprenticeships, foundation apprenticeships and shorter apprenticeship units. 

The rules depend on when training starts and who is taking part. For level 7 apprenticeships starting from 1 January 2026, government funding is generally limited to people aged 16 to 21, with exceptions for eligible care leavers and people with an education, health and care plan who are under 25. Apprentices who started before that date can continue to receive funding. Check the current Growth and Skills Levy guidance before planning your budget. 

Measuring the impact of training and development 

Employee feedback can tell you whether training felt useful. To understand what changed afterwards, look at a few measures that relate to your goals: 

• Completion: how much planned training employees finish on time 
• Skills gained: whether employees can demonstrate the skills identified in their development plans 
• Internal progression: how many roles are filled by employees moving within the organisation 
• Retention: whether employees stay, considered alongside other factors that affect their decision 

Give people time during the working week to practise what they have learned. Refresher sessions and projects that use their new skills can help them keep making progress. 

How OneAdvanced Performance and Talent supports development 

Performance and Talent helps managers and employees keep development goals connected to everyday work: 

• Objectives: agree clear individual or team goals and track progress 
• Development plans: record the actions employees want to take as they build their skills 
• Check-ins: make time for regular conversations about progress and support 
• Feedback Circles: invite feedback from people who have worked with the employee 
• Reporting: see how goals, feedback and development conversations are progressing across teams 

This gives employees a clearer view of their next steps and helps managers support them along the way.