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What does tailored training consist in?

A tailored training program is designed specifically for a particular company. It will not be possible to duplicate the training, as it stands, for use in other companies. Instead, it will mostly have to be created and adapted to the needs expressed by the company and its goals. The development of a tailored training program begins by studying the company's expression of needs, then continues by constructing, step by step, a dedicated learning path in close collaboration with the organization.



Director of Development Tailored Training Programs

+33 (0)7 87 81 12 97

A co-construction between stakeholders

The project cannot be designed without initiating a real process of co-construction and close consultation with the company prior to the project.

It is a guarantee of success, necessary for designing and effectively rolling out the training.

We have accordingly developed a 5-step approach in order to co-construct with you a program that is in phase with your priorities and your expectations:

emlyon has a 5-step approach to co-build a tailor-made program with companies

In any case, tailored training courses start out with contextualized, shared challenges to address objectives with a clearly defined impact and bring about change in the individuals and the organization.

Download our HR guide "Constructing a tailored training project"

The teaching methods:

The issue of the instructional architecture and scenario

In a world where the most advanced technical content and knowledge are just a matter of clicks away, stakeholders have stringent demands in terms of the learning experience. The latter must not be out of sync with the employees' lifestyles and working styles; it must be interactive, inclusive and systemic.

  • Interactive: provide ample opportunities for peer interactions and interactions with the teaching teams.
  • Inclusive: invite participants to think about their position and their behavior in the group with a view to exercising two concomitant responsibilities: that of learner and that of peer.
  • Systemic: explore the subject as a whole, identifying the many aspects and factors involved. Highlight the different stakeholders at play, the diversity of their viewpoints, their interests and their needs.

There are strong expectations:

The participant expects to fully and mindfully engage in a learning experience.
The decision-maker wants to provide an enhanced experience with a strong and lasting impact on behaviors and the desire to learn.

Action learning

The processes that can be used vary, so depend on the objectives set during the co-construction phase. As a general rule, we prefer an action learning approach.

Today, the action learning method gets learners learning as they work, dealing with concrete problems that are specific to their actual working conditions. Managers hone their skills by doing and thinking: the opposite of acquiring purely theoretical knowledge. Participants learn from their experiences and stay motivated because this learning process is anchored in their work practices.

3 conditions for effective action learning:

For an action learning program to be effective, it is essential:

  • that the group of learners studies and understands a problem (the "concrete" problem);
  • that it identifies the different solutions possible and the actions to take;
  • that it reflects on the problems and discusses its ideas on the learning process.

A few learning methods:

Here are a few of the learning methods most commonly used in our tailored programs:

  • Projects conducted by a group of peers (co-development)
  • Collective intelligence workshops for project launches
  • Large-scale kick-off with a gamification experience
  • Start-up immersion
  • Design sprint method
  • Customer development process
  • Self-managed learning process

Of course, no program today can escape a mix of face-to-face and distance learning, and synchronous and asynchronous mode.

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