For years, companies have invested heavily in training catalogs, LMS platforms and sometimes oversized online modules. However, one observation recurs in the majority of French organizations: employees learn much more quickly… through contact with other people. Mentoring, tutoring, pairs, internal or external coaching: these approaches, often considered “traditional”, become the most powerful levers for developing skills in 2025.
And the figures confirm it. According to a LinkedIn Learning 2024 study, 68% of employees say they learn more effectively through direct exchange with a peer, compared to only 23% via independent content. For its part, the World Economic Forum estimates that 40% of an employee’s skills will need to be updated by 2027. Faced with this acceleration, companies are rediscovering the essential: human transmission.
When humans catch up with (and surpass) technology
The 2010–2020 decade was marked by an explosion of digital training tools. But a paradox emerged: the more content multiplied, the less employees were able to integrate it into their daily lives. A study by MIT Sloan (2024) shows that only 12% of employees complete long e-learning modules, and that the main obstacle cited is “lack of human connection”.
Organizations are therefore starting to rebalance their systems. Not by eliminating digital, but by giving it back its initial role: a support, not a complete solution.
- Where a video explains, a mentor clarifies.
- Where a theoretical module presents, a tutor contextualizes.
- Where an online course offers, a coach guides and aligns with a goal.
This complementarity creates a more sustainable learning dynamic.
1. Mentoring: trust as an accelerator
Mentoring is making a comeback… and not just in startups. In large companies as well as in SMEs, it is essential as a strategic tool.
In Europe, according to PwC (2024), 57% of companies that have deployed a mentoring program see a faster increase in skills, particularly in transversal skills: communication, decision-making, leadership, autonomy.
Why does this work? Because mentoring is based on two rare elements:
- a space without judgment,
- a concrete transfer of experience, adapted to the field.
Mentors do not train: they guide, structure and provide access to shortcuts that are not learned in any theoretical module. Dialogue, trust and regularity become the driving forces of learning here.
2. Tutoring: transmission at the heart of operations
Mentoring, still often associated with work-study training, now extends to all levels of the company. The principle is simple: an experienced person supports another in their daily professional life.
According to the OECD (2024), mentoring increases the speed of integration of a new employee by 30 to 45%, and reduces operational errors by 25% in the first three months.
Tutoring works particularly well in environments:
- industrial,
- techniques,
- commercial,
- and customer support.
This model has a strength that other programs don’t have: it fits into the workflow. No need to block out an entire day: training slips into professional activities, naturally.
3. Pairs: learn together, win together
Pair working has experienced spectacular growth since 2023. A BCG study (2024) indicates that 74% of managers who have introduced duo working observe an acceleration in problem solving and a better distribution of skills.
Pairings don’t just work for newcomers. They are particularly useful for:
- cross-functional projects,
- the innovation phases,
- organizational changes,
- the increase in responsibility.
Working in pairs creates a space for mutual learning: each observes the other, imitates, adjusts, questions, suggests. The pair creates a “mirror effect” which improves both competence and confidence.
4. Coaching: the art of revealing rather than teaching
Coaching, long seen as a privilege reserved for managers, is becoming more democratic. According to the International Coaching Federation (2024), internal or external coaching improves skills development by 60% when integrated into an ongoing plan.
It plays a crucial role in:
- change management,
- taking up a position,
- resolving professional blockages,
- improving communication,
- decision making.
The coach is not a trainer. It asks questions, illuminates blind spots, helps you plan ahead. Where training transmits knowledge, coaching shapes a posture.
Why do these methods work better today?
The answer lies in three points.
1. They create trust
Learning involves accepting not knowing. A human space reduces fear of judgment and encourages risk-taking.
2. They provide context
A skill is only valuable in its use. The mentor, tutor or pair anchors learning in operational reality.
3. They speed up practice
Neuroscience confirms this: we retain 75% of what we immediately put into practice (Stanford University, 2023). Human devices enable this rapid application.
The impact on performance: measurable results
Companies that rely on these approaches observe immediate effects:
- +32% talent retention (LinkedIn Learning 2024),
- –27% turnover in the first year,
- +22% operational efficiency in supported teams,
- +40% engagement on internal projects.
In short: increasing skills is no longer an abstract investment. It’s a measurable performance driver.
Towards a culture of collective learning
The challenge is no longer just to train individuals but to create environments where everyone becomes a vector of transmission. Organizations that succeed in 2025 have one thing in common: they consider that competence is collective.
They encourage:
- collaboration,
- feedback,
- the promotion of internal expertise,
- continuous learning on a daily basis.
The future of training is neither 100% digital nor 100% human. It is hybrid, but driven by a simple conviction: it is human interactions that truly transform skills.
