The majority of managers are satisfied with the training they receive, and see it as having a positive impact on their careers. Thus, most of them are aiming for professional advancement in the short term, and the majority are focusing above all on internal progression within their current company and profession.
Within their current company, a majority of executives say they are satisfied with the training offered by their company (57%). However, there are disparities according to profile: while managers of more than 5 people (72%) and 30-39 year-olds (66%) are more satisfied, this is the case for a minority of female executives (45%, versus 62% of men). At the same time, two-thirds of managers also feel that their previous training has had a positive impact on their career (66%), and this applies to three-quarters of those under 40 (75%, +9 points vs. average) and managers with supervisory functions (74%, +8 points vs. average).
While investment in professional development varies according to profile, with a more pronounced commitment among young people, managers expect training courses above all to reinforce their business skills, while also being transferable.
For the majority of managers (58%), training should both enable them to develop skills that are useful for their current job and to acquire skills that can be transferred to other jobs.
Thus, 91% of them want first and foremost to strengthen their technical skills (“hard skills”), which are essential to their expertise; an expectation that is strongly echoed by managers and HR staff, 92% of whom want to enable their employees to develop these aspects. Soft skills are also widely valued (by 70% of executives and 69% of managers and HR) in the context of skills enhancement, with the primary aim of developing managerial skills (40% for executives and 39% for managers and HR).
When it comes to training methods, almost a quarter of executives see direct learning in the field, as well as through special assignments and projects, as the primary means of acquiring new skills (both 24%, or almost 50% of the total for the two “field” aspects).
While training is perceived by managers as a genuine performance lever for the company and for employee loyalty, lack of time and the cost of training are the main obstacles. On the other hand, data and AI-related issues are under-identified by managers and HR, unlike executives.
For managers and HR, attracting and retaining employees is the main priority issue for the next two years (39%). Further behind, changes in work organization (17%) and changes in their markets (10%) are also identified.
From this perspective, training is seen as a tool for improving performance and retaining employees: almost all managers and HR staff agree that well-designed and well-implemented training contributes to better company performance (98%, including 59% who “strongly agree”).
It appears that the development of skills relating to data and artificial intelligence is an issue underestimated by managers and HR, unlike executives. Indeed, this issue seems to be a priority for the majority of managers (52%), but only 20% of executives and HR consider these to be priority skills to be developed over the next two years.
Discover the full study in Audencia’s press release of April 7, 2025 and on their website: Audencia and IFOP study on training expectations: 83% of executives want to evolve within 2 years | Audencia
