Artificial intelligence is already changing how training is personalized and produced, but technology alone isn't a recipe. In this episode of Jugando en Serio (in Spanish), Richardson Santos, Global Head of Training at Iberdrola, explains how they apply AI and gamification in training at a company present in more than 40 countries, how they blend global and local, and how they measure impact.
Glocal training: a global framework with a local accent
Santos moved to Spain four years ago from the group's Brazilian subsidiary to take on a global role. The business was the same; the organizational culture was not. Living through that change first-hand helps him understand why Iberdrola sees mobility as a development tool.
That perspective shapes his model: training is «glocal», with a global framework and a very strong local adaptation component, not just by country but also by business, because each business line is at a different stage. The challenge is managing all those variables without losing focus: putting the employee at the center.
AI in training: concrete use cases
AI makes personalization easier: they work with employee clusters, knowing which competencies each needs and at what level. Their internal masterclasses, global sessions where an in-house expert shares their perspective, carry live, automatically translated subtitles and, once recorded, are published with voice-overs in other languages.
Production has changed too: according to Santos, an e-learning course that used to take two months can now be ready in a week, at higher quality, and the same goes for translations, icons and avatars, at lower cost and higher speed. The goal is to accelerate the learning curve, because the world moves very fast.
Training has to come before the changes, and predict them. Don't think it's easy, but we're working on it, always trying to keep this forward-looking view and bring the workforce along with us.
Gamification to share knowledge across generations
Three or four generations now work side by side, and in a business as technical and regulated as energy, the know-how of the most experienced staff is critical. The challenge is passing that knowledge on: giving those who hold it visibility and tools so they can mentor or guide newcomers who arrive eager but with less business insight. And, at the same time, building the skill Santos believes will matter most: adaptability.
That's where gamification comes in, which he sees more as a methodology than a game: it drives commitment for a specific period and healthy competition. Iberdrola also uses it to encourage its internal «stars» to share what they know: the more they share, the more points they earn, which they can later redeem.
How to measure training impact
Santos calls it «the million-dollar question». There's debate over whether to measure ROI or stick to effectiveness, but companies want data and training has to speak their language. His approach: identify the strategic capabilities the company needs to deliver its business plan, and measure whether it has people with those capabilities when it needs them. The strategic plan is his roadmap: training isn't there to deliver «just another course».
He's in favor of measuring, but with OKRs: every KPI must serve a goal. Iberdrola tracks a portfolio of almost 40 KPIs, many based on training hours. One gaining traction compares what a group should receive with what it actually gets: if leaders only log hours in languages or technical skills and none in management skills, something is off. Another is coverage: if you reach 95% of the workforce, where is the remaining 5%?
KPIs always have to serve a goal and always have to lead us to some action. We can't read KPIs passively: they switch on a light bulb and push us to act.
Unlearn, relearn and listen to the employee
What about people who see training as an obligation? Santos recalls the idea that the illiterate of the 21st century will be those who can't unlearn and relearn. Nobody reaches a maximum level, and even repeating a course adds value, because you pick up different things each time. His suggestion: ask yourself whether it's a waste of time or an investment in your employability.
His advice for whoever might take over his role? Employee experience: put employees at the center of decisions and listen to what they say, because they are the reason for all the work.
