Corporate Training Strategy Means Drilling Down
Employee Training Programs and The Goal of Quickly Solving Specific Problems
Untying Knots: Usable Corporate Training Requires Strategy and Strategy Requires Untangling the Problem
The hassle in corporate training is determining exactly what workplace changes are needed. As a manager, executive, or training and development team member, you can identify broadly where a problem is coming from. But going through miles of rope on your ship to find the knot isn’t easy.
The problem: there’s a gap in knowledge, skills, or attitudes (KSA) somewhere, but where? Finding the knot is hard. There are infinitesimal variables involved in your business, and your business is one of hundreds of industries or programs.
And how does your company’s personality come into play? How about your staff’s preferred learning styles and even necessarily different learning styles? There’s a lot to consider beyond just skills gaps and employee learning.
Even when (or if) you can clearly and succinctly identify the problem, you have to figure out how this problem links to some specific operation, project, task, or subtask in the workplace — and determine whether job aids are missing. Even after you identify the problem and the process, there is solving it with the right training.
To solve real business problems, your training can’t be one-size-fits-all. You need information strategically relevant to your industry, your workplace, your workplace’s tasks, and your workplace’s personality.
That means thinking beyond just compliance or check-the-box courses. You’ll want to consider which type of corporate training fits your employee training program. Whether that’s online learning, online courses, online training, in-person sessions, or a blended approach. From there, it’s about how employees actually learn, communication skills, how you’ll measure success, and how it all fits within your L&D budget.
New Way for Corporate Training: Untying the Knots
Strategy in corporate training is targeted, and that targeting starts at the start. The job training ninjas at Six Sigma are clear on this point: identify the problem and write a problem statement. Learning and development, including career development, is best in that order: learning (what the problem is) then development (of skills and solutions to that problem).
It is possible to create corporate training programs and employee development programs that deliver knowledge retention, improved operations, and a clear competitive advantage. It’s possible to clearly identify the problem and strategize successful ways to resolve it; it just takes a lot of know‑how, experience, and demonstrable success from someone who’s done it.
Corporate and employee training programs must be tailored as professional development opportunities.
- The corporate training that will solve your specific problem will need a specific modality, so finding a trainer who can work in any modality (including instructor led training or online training) is essential.
- The training needs will be specific to your industry, which means you want training from someone who knows that industry (or knows all industries and industry trends).
- The training needs will be specific to your task, operation, or subtask. That’s true whether it’s safety training, soft skills, technical training, communication skills, or other employee development. Flexibility and experience in a training partner are a must.
- The training needs will be specific to your workplace’s personality and culture, whether you’re a startup or a Fortune 50.
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But First, Employee Training Programs Mean Finding Information, Considering Assets, and then Strategizing
If You’ve Already Identified the Problem, Your Training Plan is Much Easier
New employees have an easily identifiable issue. They need to learn either the operations and tasks or the rules and guidelines for their workplace. Sometimes, it’s both, and this step usually involves some sort of compliance training. In the case of new hires, the problem is identified, and the strategy is too: help them produce as well, or better, than current employees. For these new hires, you already have a control group from which you can get data and information: existing employees thatwhom you can also engage to educate employees further.
For other corporate training gaps, it’s not that easy. Strategizing is harder because the problem isn’t as clearly identified and stated. The right strategy starts with getting the right kind of information.
To Find Knowledge Gaps and Skills Gaps, Zero in on Information and Look for Frequency
402.74 million terabytes of data are produced every day. While “data” and “information” aren’t identical, the point remains: there’s no shortage of information in the world. It’s finding the right kind that’s the challenge.
Here’s an example of how we found some very relevant information. At Roundtable Learning, we know the many hassles and pain points for Learning and Development professionals, but we wanted to know which comes up more than others. Once we have some information, we can speak more directly to these L&D pros’ needs and bolster employee engagement.
We went to Reddit and found the r/Training subreddit. Drilling down through querieson the content, we found some complaints and some challenges that come up frequently. The key terms “software” and “research” showed up a lot. From these two words alone, we know that topics around technology and the need for information are two big challenges.
→ Problem-solving strategic tip: to get the best information, go to the closest sources and look for patterns and frequency
Strategic Problem Solving and Finding the Right Modality
There are many tools in the toolbox when it comes to employee training programs. Technical training will probably work best in a different modality than soft skills, for example. Instructor led training and online training is great when the information can be written down. However, for kinetic, manual processes like working on advanced aeronautic‑component CNC machines, something more interactive — such as an immersive simulator — is needed.
Strategic Corporate Training Issues to Consider:
- Employee learning styles
- Topic
- Task
- Industry
- Modality
End‑to‑End, Omni‑Modal Corporate Training Solutions
Strategy You Need, Not Just the Strategy Your Trainer Has
The technology used in job training has never been more plentiful. AR/VR technologies work great if they help solve a specific problem that a company has (such as a sales training problem Roundtable Learning solved for the people who make Rice Krispies treats).
The training provider must work with the client. They must come to the client with options and flexibility in how they can strategize to solve the problem. A great provider works with the client to determine the best strategy and modality instead of locking them into job training only with fun digital appliances, as some of our competitors do.
The strategy has to be the right fit when untying the knots of the workplace problem. The solution comes from customized strategies involving elearning, ILT, VILT, or something completely original and industry specific. There’s a firm that can do it. And when the situation does call for VR, AR, and XR, we have award‑winning skills at that, too.
Roundtable Learning: Custom‑Engineered Employee Training Programs from Modality to Metrics
Strategize and Solve Problems with the Right Modality — Team of Instructional Designers, Artists, Developers, and client specialists; that’s in addition to our AR/VR dev team, who’ve literally created award‑winning content. We even have original software used to evaluate task performance for job training in extended reality training sessions, creating clear professional development opportunities.
Industry Specifics — we have successfully designed training programs for nearly every industry sector, whether that’s elearning on helping a customer select hair coloring products to immersive VR training for how to deice a plane, operate an indoor crane, and weigh consumer goods on a $21,000 infra-red operated scale.
Collaboration Isn’t Just a Buzzword — Collaborate = Co + labor; throughout the process, we strategize on the specifics to solve the problem and consider how to optimize (not over‑optimize) each facet to focus on strategically solving the problem. Collaboration involves a lot of communication. All companies say they champion communication, but we’ll be sure we have something substantive and relevant to say at every step, ultimately boosting employee engagement.
Here’s How It Works:
1. Discovery
Basecamp Session to Find the Problem and Explore Training Solutions — schedule a discovery session with a client specialist. The first step is getting a clear picture of your training needs. Let’s go through your vessel’s rigging and find the knot together. From there, our client specialist can explain in depth what your training plan options are.
2. Co-Strategizing
Collaboration Starts for a Training that Boosts both Knowledge Retention and Results — Our team, with one‑in‑six staff members as learning specialists/instructional designers, works with you in a collaboration‑is‑true‑north process.
3. Delivery
Creation, Roll-out of Strategy‑specific Employee Training Programs — When the training content and program are completed, we walk you through the optimal use of your training solution. For certain projects, we do on‑site onboarding sessions if requested. We’re there to hand off (and follow up on) your strategy, materials, solutions, products, and answers. The knots are untied; the training ship is anchor’s aweigh.
4. Repeat
Future Corporate Training Programs — numerous of our clients routinely come back as needs arise, and we couldn’t be happier about it.
Let's Strategize Together — Because Training Should Do More Than Just "Train"
The knots in your workplace rigging aren’t always obvious—but your training strategy should be. At Roundtable Learning, we don’t just build courses; we build clarity. We work with you to uncover where the issues really are, align solutions to your operations and culture, and deliver tailored training that actually moves the needle.
Whether you need immersive simulations, traditional ILT, or a blended solution backed by KPIs and deep data analytics, we’ve got you covered—with the industry experience, award-winning tools, and people-first mindset to prove it.
Let’s solve real problems together with corporate training that’s engineered for outcomes—not just output.
Ready to get started? Schedule your discovery session below and let’s start untying the knots.
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Modality Matches: Strategy Guide for L&D Pros to Optimize Training
- Get information from the closest source. The closest source may be published, but it might also be a person or people.
- Begin with the end in mind; performance outcomes dictate modality.
- Mirror the work environment where possible.
- Use feedback loops in every format.
- Iterate: measure, then refine.
- Balance cost against consequences of errors or travel.
- Knowledge training covers declarative facts, procedural steps, and strategic navigation.
- Skills training turns internalized knowledge into physical or cognitive task performance.
- Attitudes/Abilities training targets feelings, mind‑sets, and interpersonal outlooks.
- Knowledge and skills adapt well to many formats; attitude work benefits most from rich, real‑time interaction.
- The ideal modality fills the distance between current and desired performance; designers may blend formats to cover multiple needs.
- Combining modalities (“blended learning”) is common, especially in long‑term programs.
- Roundtable’s experience—hundreds of sessions touching five million workers—shows creative mixing yields higher knowledge retention: e.g., eLearning modules embedding short VILT videos or ILT sessions captured on video for later review.
Best For
- Team collaboration, highly complex processes, leadership development.
Key Advantages
- Face‑to‑face setting enables immediate feedback, guided practice, role play, and live demonstrations.
When to Use
- Direct, in‑person coaching is essential.
- Tasks are highest of high-stakes safety‑critical.
- Team trust‑building or networking shapes outcomes.
Case Example
- Air‑freight supervisor training for a Fortune 10 retailer used ILT workshops, simulations, group exercises, and safety rehearsals to unite technical, leadership, and problem‑solving skills.
Other Common ILT Uses
- Soft‑skill workshops, compliance drills, advanced technical labs, sales negotiations, change‑management retreats.
Best For
- Dispersed audiences, topics that tolerate reduced non‑verbal cues, leadership refreshers, tactical discussions delivered online.
Key Advantages
- Mirrors ILT structure through video conference or webinar tools, maintaining live Q&A while eliminating travel costs.
When to Use
- Learners possess baseline experience and need structured discussion, not on‑site coaching.
- Teams span regions, or time and budget preclude gathering.
- Participants have devices plus stable internet.
Case Example
- Lincoln Financial deployed VILT to orient new managers to corporate principles, supplementing sessions with quizzes and digital feedback.
Other Common VILT Uses
- Remote leadership essentials, real‑time compliance updates, software walk‑throughs.
Best For
- Onboarding, orientation, compliance, product knowledge, lightly mechanical technical skills, continuous self‑paced upskilling.
Key Advantages
- 24/7 access, uniform content, multimedia interactivity, scalability to global workforces, easy updates.
When to Use
- Rapid or high‑volume onboarding.
- Dispersed learners requiring consistent material.
- Content changes frequently (regulations, product specs).
- Visuals or step‑by‑step procedures aid learning.
Case Example
- Museum tourism “hack” demo: a self‑guided course shows Cleveland residents how to claim free museum tickets, using menus, imagery, and narration to teach a sales‑style message.
Other Common eLearning Uses
- Compliance certifications, technical tutorials, product catalogs, conceptual leadership themes, multi‑language global curricula, continuous‑learning libraries.
Best For
- High‑risk or expensive simulations, highly realistic field practice, visual‑intensive or manual onboarding where safety or cost bars live training.
Key Advantages
- Full immersion, instant multisensory feedback, granular performance data, travel and facility savings.
When to Use
- Tasks are dangerous, costly, or remote (firefighting, industrial safety, warehousing logistics).
- Realistic environment is crucial but on‑site practice is impractical.
- Training time must be compressed.
Case Example
Other Common VR Uses
- Sales/customer‑service dialogs, aviation and vehicle simulators, CNC and welding practice, gamified career exploration for students.
Best For
- Moderate‑complexity technical tasks, machine operation, multi‑step safety, product assistance, on‑site onboarding.
Key Advantages
- Overlays digital instructions on the physical world, supporting kinetic, guided action without halting operations.
When to Use
- Repairs, assembly, or POS transactions need just‑in‑time visual cues.
- Learners benefit from real context plus step‑by‑step prompts.
- Safety procedures demand hands‑on adherence to sequence.
Case Example
- Six Flags seasonal onboarding: tablet AR replicates POS screens amid park sights and sounds, letting 30–40 k new hires rehearse transactions under realistic pressure.
Other Common AR Uses
- Guided assembly, shelf restocking, engine diagnostics, hazardous‑material handling, interactive facility tours.
- Blended programs harness strengths of multiple formats. A designer might open with an eLearning primer, follow with a short VILT debrief, schedule an ILT lab, and finish with a VR capstone that tests integrated competence.
- Video capture of ILT ensures latecomers or shift workers still receive the same demonstrations.
- Short VILT inserts added to eLearning keep remote learners connected to instructors.
- Recording VR sessions supplies footage for later coaching or peer debriefs.
- Each modality can borrow elements of the others, so the “map” may shift while still leading to the same performance “destination.”
- Knowledge – list facts, procedures, strategies; decide if retention or reference is the aim.
- Skills – observe task gaps; choose coach‑guided or self‑paced practice.
Attitudes/Abilities – uncover motivational barriers; embed surveys, role‑play critique, or dashboards for reinforcement.
- ILT – High interaction; higher travel cost; nuanced feedback.
- VILT – Live but virtual; cost‑efficient; bandwidth dependent.
- eLearning – Asynchronous; scalable; easy to update.
- VR – Immersive; data‑rich; specialized equipment.
- AR – On‑site overlay; supports flow‑of‑work guidance; mobile devices or headsets required.
- ILT employs observation checklists; VILT logs chats and polls; eLearning tracks completions and quiz scores; VR records motion data; AR notes taps and dwell times.
- Metrics steer coaching, reveal cohort patterns, and tie learning to reduced accidents, faster onboarding, or higher sales.
- Five modalities—ILT, VILT, eLearning, VR, AR—cover most planned job training.
- Diagnose knowledge, skill, and attitude gaps first; then select or blend modalities to reach the destination.
- With a clear endpoint, flexibility in delivery becomes an asset, and Roundtable provides the map to get there.