When organisations say they need training, they may already be solving the wrong training problem: trying to make a performance problem go away with a course.
The shutdown ran over. Planning is inconsistent. Supervisors are stretched. Work requests are incomplete. So the request becomes: send people on a course.
But that may be the wrong training problem. The real issue is rarely a shortage of content. More often, it is the gap between what people learn and the conditions they need to apply it: clear roles, workable processes, usable tools, and support from managers.
In plain terms, the wrong training problem is assuming that more content will automatically create better performance. Real capability is built when people can apply learning in the flow of work.
The real training problem: training is not a standalone solution
One common trap is treating training as the whole answer, rather than one part of a broader performance solution.
Sometimes training is exactly what is needed. But it should not be the only consideration. A better question is: what is preventing this person, or this team, from performing well in the real work environment?
Is the process documented? Are roles understood? Are work requests complete? Is the system being used properly? Is the master data accurate? Does the learner have the tools, time and line manager support to apply what they have learnt?
If those conditions are missing, training may improve knowledge, but it will not necessarily build capability.
This is where the people, processes and tools conversation becomes important. Training develops competence at an individual level. Workplace capability is built when competent people consistently apply what they know, using the right processes and tools, with enough support to make better decisions repeatedly.
Relevance is what makes learning land
Adult learners are practical. Most are asking: why am I here, and how will this help me?
A 2025 report by the Organisation for Economic Co-operation and Development (OECD) found that nearly 42% of non-formal job-related training activities last a day or less.¹ Short courses can be useful, but OECD commentary points out that many one-off courses are not part of a broader qualification or career pathway.²
That is close to what many organisations see in practice. People are busy. Operations are under pressure. Training that feels generic, disconnected or poorly timed will always compete with urgent work. This is where the training problem becomes practical, not theoretical.
Learning lands when it is role-relevant. That is why structured learning pathways matter. They help organisations move away from “everyone must do everything” and towards focused development: what does this role need to know, practise and apply to contribute meaningfully?
Pragma Academy’s learning pathways are built around this idea, providing structured, progressive training for specific maintenance and asset management roles.
From competence to capability
A person may be competent after training. They may understand the concept, pass the assessment and explain the process correctly.
Capability is different. Capability shows up when that person can apply the learning in a real work environment, where priorities change, information is incomplete, people are busy, and old habits are easier to fall into.
This is why organisations should be careful not to treat training as a tick-box exercise. Compliance training is essential. But capability-building training should not be seen as optional or secondary. If people do not know how to plan, execute, improve and lead work properly, performance suffers.
The question is not: how much training have we delivered? The better question is: what capability are we building, and can people apply it where it matters?
The wrong training problem is assuming that more content creates better performance. In reality, performance improves when learning is connected to the people, processes and tools that shape how work actually gets done.
It also improves when learners understand why the training matters, managers make space for application, and organisations measure more than attendance.
Not training for training’s sake. Learning that helps people do the work better.
References
Frequently asked questions
What is the wrong training problem?
Assuming that more training content will automatically improve workplace performance.
What is the difference between competence and capability?
Competence is knowing how to do the work. Capability is applying that competence consistently in the real work environment.
Why do learning pathways matter?
They connect training to specific roles, responsibilities and workplace outcomes, rather than treating training as a once-off event.
