Training vs. Development: A Difference That Changes the Way We Learn at Work

There’s a key difference in depth, impact, and responsibility between training and developing

For a long time, the words training and development have been used interchangeably. But the truth is, not everything we’re taught has the same impact on the way we work or on our potential for growth. There’s a key difference between training and developing. And it’s not just a matter of semantics—it’s a difference in depth, impact, and responsibility.

Training: acquiring skills, meeting expectations

Training plays an essential role, especially when we need to learn technical skills, follow procedures, or operate specific tools. In general, training:

• Is mostly one-directional: someone teaches, someone else listens.

• Has predefined goals: what you need to know and how to do it.

• Focuses on the task more than on the person.

• Aims for efficiency, consistency, and compliance.

  
  

This approach is particularly useful, for example, when someone joins a team and needs to learn the systems, or when a new process is being rolled out.

I clearly remember my first years working in large multinational companies: the training sessions were well-structured and necessary, but often ended up being repetitive. You learned what to do, but rarely were you invited to think about why it was done that way or how to improve it in your context. It was like receiving a toolbox without really knowing when or how to use each tool.

Development: activating thinking, integrating what we learn

Development, on the other hand, follows a different logic. It doesn’t only start with the content—it also starts with the person and their context.In development-focused actions:

• Knowledge is built more actively, through interaction with others.

• It targets complex skills: leadership, communication, decision-making, emotional intelligence, strategic thinking, and more.

• Participation is not passive: people are expected to bring their own experience, questions, and perspective.

• There’s room for experimentation, mistakes, reflection, and real-life application.

  
  

Years later, I had the chance to be on the other side—as a designer and facilitator of learning programs. And I saw firsthand how things changed when knowledge wasn’t handed down in a package, but co-created with participants.In one of the programs we developed, we worked with experienced leaders. They didn’t need someone to tell them how to give feedback—they needed to reflect on how they were doing it, what worked, what didn’t, and how to adapt their approach to evolving teams. That group process, built on honest dialogue and shared learning, produced real results—and more importantly, internal shifts that showed up in everyday leadership.

Unlike training, which focuses on “learning to do,” development aims to change how people understand, interpret, and act within their work environment.

Why does this difference matter?

Because when we confuse the two, we set the wrong expectations—and often feel disappointed when results don’t follow. A workshop can follow a training or development model. What makes the difference isn’t the duration or the format—it’s the approach: Is the content imposed or co-created? Is the facilitator an instructor or a guide? Does the participant repeat or integrate?

In my years as a facilitator, I’ve noticed that many participants arrive expecting a formula. But when we open space for their real experiences, for their tensions and questions, something much more powerful happens. They don’t just learn—they own what they’ve learned. And that makes a huge difference in how they bring it into their work.

WorkLab Program: development you can choose for yourself

At Hayque, we designed the WorkLab Program with this developmental approach in mind. It’s not a traditional training course, even though we cover technical content. It’s a developmental experience, where each module is designed to foster meaningful learning—through applicable tools, open questions, self-awareness exercises, group dialogue, and direct transfer to real-life tasks.

And here’s the key part: you don’t need your company to choose you in order to join. We’re used to thinking that these kinds of programs are reserved for people hand-picked by HR or senior leadership. But at Hayque, we believe this kind of development should be available to anyone who wants it. You can choose it for yourself—as a person, as a professional, as someone who wants to grow beyond their current role.

Personally, I’ve lived on both sides. I was selected for high-level programs more than once. But I also know what it’s like to wait for someone else to decide whether to invest in my development. With Hayque, we wanted to break that logic. Because growth shouldn't depend on being part of a select few or on working for a company with a training budget.

Developing yourself can be your decision. One you make for you.

Are you reflecting on how we learn at work?Explore the WorkLab Program and find a space to grow—without waiting for permission.