Blended training programs: why FAD is no longer enough

Learn how to make training a real driver of organizational change. Blended pathways transform skills, behaviors, and corporate culture.

In recent years, corporate training has undergone a real revolution. If FAD (distance learning) had been a convenient and accessible solution, today it is no longer enough. Companies are looking for paths that don't just transfer knowledge, but transform behavior, culture, and performance. This is where blended learning comes in: an integrated approach that combines the best of technology and human experience. In this article, we find out why the future of training passes through here.

What “blended learning” means in corporate training

Blended learning means combining multiple teaching methods to build a complete, flexible, and effective learning experience. In corporate training, this approach allows us to combine digital moments with in-person sessions, alternate theory and practice, and create paths adaptable to different organizational roles and levels.

Unlike FAD (Distance Training) alone, which is often limited to video content and online testing, blended learning integrates:

• asynchronous modules, which the participant can perform independently, at any time;

  
  

• synchronous online lessons, in a virtual classroom with the teacher and other colleagues;

  
  

• in-person sessions, essential for the experiential part, direct discussion and practical exercises;

  
  

• individual or group coaching, tailored accompaniment moments;

  
  

• digital tools, such as simulators, collaborative platforms and microlearning.

  
  

This integration responds to an increasingly strong need of companies: to train in a truly transformative way, going beyond the transmission of information. Blended learning allows you to:

• work on soft skills, such as leadership, communication, or stress management;

  
  

• make content applicable and contextualized, through role play, workshops and simulations;

  
  

• build personalized paths, suitable for different roles and learning styles;

  
  

• increase participant engagement, thanks to greater variety and interactivity.

  
  

In the current context, characterized by continuous changes, ESG objectives, and the need for new skills, the blended model has become the reference for those who want to invest in training that generates real impact. It is no longer enough “to train” to fulfill an obligation: one must transform to grow. And blended is the best tool for doing this.

Why FAD alone is no longer enough in 2025

Asynchronous distance learning has made learning accessible. It is convenient, flexible, useful in many contexts. But in 2025 it's no longer enough. Companies need more.

The FAD leaves the participant alone. There is a lack of comparison, there is a lack of dialogue. Without interaction, engagement drops. And without involvement, learning stays on the surface. Content is consumed, but hardly internalized.

Asynchronous courses do not develop soft skills. They don't train people to manage complexity. And they don't offer tools to work in teams, deal with conflict, adapt to change.

There is another limitation: the impact is not measured. There is no field observation. There are no times to check whether what you have learned is actually being applied.

Today, companies are demanding more. They want paths that transform. They want to see a change in behavior, in the internal climate, in the ability to collaborate. On issues such as leadership, well-being, sustainability and security, a more robust approach is needed. More real.

For this reason, FAD alone is no longer enough. Training is needed that combines content and relationship, technology and presence. You need a blended model. And it's needed now.

What companies are asking for training today

Companies are no longer looking for courses to deliver, but for tools to transform people and organizations. Training must affect behaviour, make more aware, guide action.

Today we need to develop soft skills, interpersonal skills, and emotional intelligence. We need to work on how people communicate, make decisions, manage change. The technical content is important, but not sufficient.

More and more enterprises are calling for pathways aligned with their ESG objectives. They want training that contributes to sustainability, security, and an inclusive culture. Not as a separate theme, but as an integral part of daily work.

And then there's the impact. Each path must produce observable results. Companies want to see change, evaluate it, measure it. They want to know whether training improves the quality of work, reduces risk, and supports performance.

To achieve all this, it is not enough to upload content to a platform. You need a method. We need an integrated model, capable of accompanying people over time. Blended learning addresses this need. And more and more companies are choosing it for this.

The AR19 model: blended learning to transform culture and performance

AR19 does not offer courses. Design training experiences that transform people and improve performance. The model is clear: integrating different tools into a single coherent path, designed to impact organizational culture.

Each training intervention combines classroom, coaching, digital tools, experiential workshops, and field follow-up. Theory alternates with practice. The content fits the roles. Training becomes action.

A concrete example is the work on safety culture. Knowing the rules isn't enough: you need to recognize weak signals, train attention, and observe behaviors. AR19 intervenes with workshops, operational coaching, moments of discussion between leaders and teams. And it does so even in complex sectors, where the risk is real.

The same approach is applied to sustainable leadership. Managers don't get slides. They participate in personalized journeys, built on values, behaviors, and outcomes. They are supported in team management, communication, and difficult decisions.

Even on the topic of organizational well-being, the model is transformative. We don't talk about stress, we take action. We work on antifragility, mindfulness, parenting, work-life balance. And new individual and collective routines are built.

All of this takes shape in custom-designed corporate academies. AR19 helps businesses build talent pipelines, grow internal leaders, and deliver culture robustly and continuously. Not one-off, but with a scalable, sustainable, measurable method.

Blended learning is not just a modality. It is a cultural model. And it is at the heart of the AR19 approach.

When to choose a blended education path

Blended learning is not a universal solution. It is the right answer when training is to produce real change. It works when the goal is not just to transfer information, but to transform behaviors, activate awareness, build culture.

It is the ideal choice during organizational change. As the company evolves, it restructures, integrates new processes, or faces a merger. In these cases, tools are needed to accompany people through the passage. Not just content, but dialogue, coaching, exercises, discussion.

It is effective when onboarding, especially in complex or multi-site settings. A blended path allows you to quickly convey values, rules, and business practices. And at the same time to observe, correct, strengthen motivation.

It is useful with new managers or key roles. The transition from operational to responsible roles requires a change of posture. Blended helps work on listening, delegation, leadership, vision. And it offers space for peer comparison.

It is essential in ESG, DEIB, HSE projects. Here, training must act in depth. It is necessary to build culture, manage resistance, create internal alliances. Blended paths allow us to address these issues gradually, but concretely.

The mix should always be customized. It depends on the role, the objectives, the context. A middle manager needs different tools than a new hire. A company with 10 locations has different priorities than a family reality. AR19 always starts from the analysis of need and builds a tailor-made path.

Effective formats are not standard. They may include an initial online module, an in-person experiential day, one-on-one coaching sessions, digital toolkits, and field follow-up sessions. There is only one goal: to turn training into a lever for development. And make it concrete, traceable, measurable.

Conclusion

Training that changes people isn't just about transferring content. It acts on behaviors, strengthens culture, improves performance. To be truly effective, it must combine expertise, interaction and transformation.

This is where the blended model makes the difference. It integrates digital tools, coaching, moments of discussion and practical application. It's not just about updating. It's about building awareness, developing talent, generating impact.

AR19 designs training courses that respond to these needs. It does this methodically, with experience and with a personalized approach. Each intervention is built to accompany change, value people and support business.

Choosing AR19 means investing in concrete, measurable and sustainable training. It means turning learning into culture, and culture into outcome.

FAQ

How long does an effective blended journey last? 

It depends on the goals and the target. An effective route starts at least 8 hours, but can extend in modules spread over several weeks. The ideal duration balances content, practice and follow-up. The important thing is that time is functional to learning, not to the amount of slides.

Is an in-person form mandatory?

No, it's not mandatory. But it is strongly recommended when you want to train soft skills, work on culture, stimulate comparison. Presence allows you to observe behaviors, manage group dynamics, and consolidate content.

Is blended training valid for security upgrades?

Yes, if structured according to the requirements of Legislative Decree 81/08 and in line with State-Regions agreements. AR19 designs blended courses that integrate mandatory training with interactive and practical modules, also valid as refresher courses for managers, managers and workers.

Can blended learning results be measured?

Yes. It is one of the main advantages. Through initial assessments, field observations, qualitative feedback, and personalized KPIs, it is possible to verify learning, practical application, and impact on the work context. Training thus becomes a strategic tool, not just a formal one.

Alberto Rosso

CEO/Director AR19