Educating the Workforce of Tomorrow: Corporate Education in Italy in the Age of AI

• According to the fifth edition of the CEC, corporate training in Italy is increasingly becoming an integral part of business strategies
• Artificial intelligence is progressively entering people-development processes, yet barriers to full adoption remain
• In this scenario, the study highlights new opportunities and challenges for companies, driven also by increasingly intergenerational workplaces

In Italy, 84% of companies consider corporate education to be relevant, and almost half integrate it into their strategic plans.

Artificial intelligence is emerging as one of the most promising levers for developing human capabilities within organisations: 73% recognise its value in supporting continuous learning and problem solving, while 70% highlight its contribution to effective communication. Yet this potential still coexists with barriers limiting its full adoption. Meanwhile, new opportunities and challenges emerge as organisations become increasingly intergenerational, bringing together Baby Boomers, Gen X, Millennials and Gen Z.

These are the findings of “Innovating Corporate Education”, the research promoted by the Corporate Education Community (CEC) of POLIMI Graduate School of Management, with the support of ASFOR, AIDP Lombardia and ANDAF. Now in its fifth edition, the survey sheds light on current trends and future perspectives of corporate learning in Italy.

“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, respectively Associate Dean for Institution and Public Administration and Associate Dean for Corporate Education at POLIMI Graduate School of Management.

“AI can broaden the reach of training, improve learning quality and support the development of human capabilities. To fully unlock this potential, however, companies must invest decisively in digital skills, ethical governance and models that enhance generational diversity and human centrality.”

Corporate training on the rise in Italy: companies’ priorities

The study highlights significant growth in the average volume of corporate training in Italy, reaching 43 hours per capita in 2024—an 80% increase compared to 2015. A slight gap persists between SMEs (41 hours per capita) and large companies (46 hours), confirming a steady intensification of training activities across all business sizes.

The main purposes of corporate education include professional upskilling (65%), closing knowledge gaps (46%), and regulatory compliance (42%). Meanwhile, objectives more oriented toward organisational development—such as personal growth, motivation or strengthening company culture—play a complementary role. Companies increasingly invest in diversified learning approaches: online training and digital learning remain well-established, though less widespread than in previous years, while classroom-based training retains a central role, signalling continuity between traditional methods and the push toward digitalisation. Blended learning—combining online and in-person formats—is used moderately or extensively by 58% of companies, while experiential and active-learning approaches are implemented in 60%.

The value of artificial intelligence and the main barriers

Artificial intelligence is emerging as a highly relevant factor in corporate training. Although only 7–8% of companies currently report intensive use of AI in corporate education, a significant share is planning or launching AI-based initiatives (23–31% across different areas), signalling concrete interest. The most common AI applications relate to technical skills, decision-making support, personalised learning pathways and language training.

AI’s perceived potential in developing human capabilities is also significant. The areas where AI is considered most effective include continuous learning (73%), problem solving (73%), communication (70%) and creativity (63%). Among the main advantages, companies highlight the ability to simulate complex scenarios (75%), monitor learning progress in real time (76%) and provide immediate feedback through conversational agents (75%). More than half also recognise AI’s value in supporting inclusion and personalized learning.

However, substantial barriers to full adoption remain: 79% of companies report limited knowledge of AI tools, and 76% express doubts about AI’s ability to foster qualities such as empathy and leadership. Ethical concerns are also prominent: 77% highlight the difficulty of verifying algorithmic transparency, followed by issues related to data privacy (76%) and potential algorithmic bias (76%).

To address these challenges, many companies are already introducing responsible AI governance measures—such as ethical training for instructors (79%), regularly updated and bias-free algorithms (78%), and periodic audits. These actions signal the evolution of an ecosystem in which AI is perceived as a strategic lever, though still in the process of consolidation.

A new intergenerational landscape

Corporate training in Italy is increasingly intertwined with workplaces composed of multiple generations: Millennials (48%) and Gen X (28%) make up the core of the workforce, while Gen Z (16%) is steadily growing, bringing expectations of rapid learning, flexibility and development. Baby Boomers (9%), though fewer in number, continue to hold active roles.

Generational preferences shape a diverse training landscape. Gen Z is the most engaged in practical and immersive learning: 36% of companies rely on on-site mentoring for this group, 20% use on-the-job training or shadowing, and 16% adopt experiential methods such as business games, simulations or augmented reality. For senior generations—Gen X and Baby Boomers—training focuses on cross-functional workshops (22%), coaching (16%) and external training (11%), with the goal of updating technical skills and leveraging accumulated experience.

In this context, knowledge transfer between generations remains one of the most significant challenges: 53% of companies have not yet launched formal initiatives to promote intergenerational learning, although tools such as reverse mentoring and communities of practice—implemented by 32% and 35% of companies with active programs—are already delivering meaningful results.