Why cohort programs are a talent strategy game-changer

Are your employees learning new skills—but struggling to apply them on the job?

If so, you’re not alone. U.S. organizations spent about $98 billion on training last year—a pretty hefty price tag for something that often falls short. While it may deliver information, without real-world application, that knowledge rarely turns into meaningful behavior change. What sets effective development programs apart is their ability to connect learning to action—especially when reinforced by coaching and cross-functional collaboration.

I’ve noticed an increased demand for cohort-based development programs, and it’s easy to see why they stand out. By pairing regular skills training with facilitated group coaching, these initiatives are how adults learn best, allowing employees to practice, reflect, and grow in real time. What’s more, they also work across levels—from early-career professionals learning to navigate office dynamics, to senior leaders preparing for the C-suite—because they’re tailored to the challenges each group is actually facing. This results in learning that sticks, as well as a stronger, more connected organization.

An accelerator that actually works

Cohort programs go beyond skill acquisition to emphasize something most learning experiences lack: intentional application. Instead of checking a box in a “one-and-done” session, participants experiment with new behaviors, test strategies in their daily work, and return to the cohort to reflect and refine. That loop—learn, apply, iterate—is what drives lasting growth.

For early-career professionals, this means building foundational soft skills in real time. I worked with one organization to develop their “Rising Stars” program, which supports new hires to more effectively navigate the complexities of hybrid work, generational dynamics, and career ambiguity. Through monthly training sessions and targeted group coaching, participants honed key competencies, resulting in a 50.8% increase in managing up skills, a 36.5% increase in making their voice heard in meetings, a 41.4% increase in internal networking, and a 26.4% increase in giving and receiving feedback. Importantly, these sessions also created a new sense of agency among these Gen Z professionals, who often feel stuck between ambition and uncertainty.

For senior leaders and high-potential executives, the value of cohort learning isn’t in building foundational skills—it’s in sharpening the leadership instincts required at the next level. These leaders are often navigating high-stakes transitions: stepping into broader responsibilities, letting go of functional detail to think enterprise-wide, or building influence across the organization. In this context, learning takes on a new shape. The power of cohort programs lies in their ability to create structured space for reflection, peer exchange, and coaching on the challenges that matter most. Leaders grow when they’re supported in applying insights immediately to real-world situations. As CHRO Maria Hurley said of our cohort program, “The combination of group training sessions and individualized coaching was particularly effective—participants consistently rated the program as highly impactful and reported increased confidence in applying what they learned. We’ve already seen leaders adopt new communication strategies, show up with more intention, and take stronger ownership of their development.”

Ask yourself: What opportunities do your employees have to reflect, experiment, and grow in a trusted environment?

Building the right relationships at the right time

Cohort programs also create one of the most overlooked levers of career success: meaningful relationships across the organization. For early-career professionals, this often translates into a stronger sense of belonging and engagement. Meeting peers from other departments, having regular group check-ins, and even forming a work friendships can dramatically increase connection and retention. Gallup’s research backs this up—people with a “best friend” at work are more likely to stay and thrive.

For rising executives, the stakes are even higher. Cross-functional connection and alignment is essential to developing a “first team” mindset—where leaders prioritize enterprise-level goals over individual department wins. Strong relationships build empathy, reduce friction, and provide fresh perspectives that are critical to innovation and decision-making.

These initiatives reinforce these connections through shared learning and consistent engagement, creating camaraderie that doesn’t happen in traditional training silos. Trust built through mutual respect and shared goals creates better teams—and better outcomes.

Ask yourself: What drives your team to collaborate - obligation or genuine motivation?

People leaders as development partners

Another key differentiator of effective cohort programs? They don’t just support participants—they engage their managers, too. People leaders are brought into the process from the start, with clarity around program goals and tools to reinforce learning and growth on the job. For example, I sent an email to the direct managers of the Rising Stars participants with advice on how to best reinforce the learning on the job and provided them with additional reading materials to deepen their understanding. This helps leaders become active supporters instead of passive bystanders, better equipping them to support their team members’ growth and integrate new behaviors into everyday work.

This upfront alignment matters. When managers know what employees are learning, they can reinforce those skills in real-time, provide relevant feedback, and adjust expectations to match development goals. One manager shared that a cohort program helped him understand how to support a direct report in setting clearer boundaries—something they'd struggled with in the past. Now, those conversations are easier, more productive, and tied to shared accountability.

Stronger manager-employee alignment doesn’t just minimize confusion. It strengthens communication, boosts team morale, and reinforces a culture of continuous learning.

Ask yourself: What are you doing day-to-day that reinforces development—and what might be quietly undermining it?

In today’s work environment, development is a must-have for retaining top talent, fostering resilience, and preparing teams to adapt in real time. Employees at all levels are hungry for growth—but not the kind that comes from outdated PowerPoint decks and impersonal webinars. Cohort-based programs meet that need by creating dynamic, human-centered experiences that deliver real impact.

To quote Steve Jobs, "Great things in business are never done by one person. They're done by a team of people." Whether you’re an HR leader designing the next generation of development programs or a business leader seeking to build a stronger pipeline, cohort learning offers more than a skill boost. It creates a culture shift, one where learning is lived, not just taught.