Turning training into a strategic lever
In a context of accelerated technological change and labour market tensions, professional training is becoming a key issue for competitiveness and attractiveness. Anne-Sophie Dréan, Head of Learning at ALTEN’s Amplify University, shares ALTEN’s vision for making continuous learning a genuine lifelong professional journey.
548 100
training hours provided
9.5
average hours of training per employee
How is ALTEN positioning itself in the face of unprecedented dynamics in the training market?
Today’s market offers an exceptional wealth of schemes and funding. Yet this abundance conceals a paradox: how can we turn this multiplicity of options into genuine levers for development? Our conviction is clear: we must move beyond the catalogue approach. Simply offering a list of courses and leaving employees to navigate alone is no longer enough.
We now build structured, multimodal pathways that enable everyone to project themselves sustainably within the company. My role is precisely to bridge the gap between ALTEN’s business strategy and our employees’ professional aspirations.
How do you reconcile personalised pathways with operational efficiency at scale?
This is the very subtlety of our approach. We create a strong collective dynamic, particularly through our Amplify programme, which structures cohorts of learners. But within these groups, each pathway is tailored to create what I call “positive tension”: a stimulating challenge, adapted to each individual’s level.
This alchemy cannot work without the commitment of frontline managers. They embody and bring to life the skills acquired beyond the training campus. Learning does not stop in the classroom; it unfolds in everyday operations.
AI is transforming many sectors. What impact is it having on your teaching methods?
AI is a powerful accelerator, particularly for content creation and instant translation into multiple languages. It allows us to gain agility and speed in deployment.
But we quickly encounter its limits. Our learners are unanimous: they prefer modules led by humans, whether managers or directors. Why? Because learning is, above all, a relational adventure. Embodiment, authenticity, and the transmission of experience, these are things AI cannot simulate. The learning community and human interaction remain at the heart of our pedagogical approach.
In a context of talent shortages, can training really make a difference?
Not only can it, but it must. A company with a strong internal academy sends a powerful signal to the market: we invest in our talent. This is a major lever for attractiveness, especially for younger generations who place professional development at the core of their decision-making criteria.
Beyond attractiveness, training solves a concrete problem: it allows us to make eligible candidates who may not have the initially required qualifications. By intelligently leveraging available funding, we train individuals in specific skills to address real market shortages.
How does ALTEN evaluate the return on investment of its training programmes?
We apply Kirkpatrick’s model in its entirety. Many companies stop at Level 1, which measures immediate satisfaction. At ALTEN, we aim for the higher levels.
Level 3 assesses real behavioural change: do the acquired skills translate into new operational practices? Level 4 evaluates the direct impact on business and growth. To ensure this practical application, we even experiment with “nudging”: forms send learners concrete action reminders for several weeks after their training. The goal? To anchor learning sustainably in professional daily life.
What message do you have for employees who want to actively drive their professional development?
Be the drivers, not the spectators, of your journey. A qualification is no longer a passport for an entire career. The era when an initial qualification sufficed for thirty years is over.
The tools exist. Don’t wait to be approached; knock on doors, express your aspirations. The critical skills of tomorrow will be critical thinking, creativity, analytical ability, and leadership. These soft skills are not acquired with a single click; they are cultivated over time. In the face of accelerating technological change, continuous learning is not an option—it is the only guarantee of evolving at the pace of the world around us.