What is cross-training in the workplace?

Companies need employees who can adapt, collaborate, and perform multiple roles. That’s why cross-training in the workplace is becoming a key strategy for productivity, engagement, and knowledge retention. 

Cross-training helps employees develop skills outside their core job roles. It reduces dependence on one person for a specific task and makes teams more flexible and resilient. In this article, we’ll look at what cross-training is, why it’s a growing trend, and how you can implement it in your organization. 

Companies are investing in cross-training programs in the workplace to keep up with rapid changes in job roles and technology. With automation and digital transformation reshaping industries, employees need continuous upskilling. 

Cross-training aligns with broader corporate e-learning trends, where organizations move toward flexible, employee-driven learning. It connects to key concepts like: 

• Upskilling and reskilling: employees learn new skills to stay relevant in evolving roles. 

• Employee-generated Learning: employees share knowledge with peers through digital tools and platforms. 

• Microlearning: short, focused training sessions make it easier for employees to learn new skills. 

What is cross-training in the workplace? 

Traditional training programs focus on a single skill or job role, often delivered through top-down learning methods like instructor-led training or standardized courses. Cross-training, on the other hand, encourages peer-to-peer learning and allows employees to develop a broader skill set. 

Instead of learning from an external trainer, employees gain knowledge from their colleagues who already have experience in the area. This approach not only speeds up learning but also makes knowledge-sharing a continuous process. 

The connection between cross-training and Employee-generated Learning 

Employee-generated Learning (EGL) is a training model in which employees create and share learning content based on their expertise. Cross-training naturally aligns with EGL, as employees teach their peers new skills and document best practices for future learners. There are many cross-training employees examples, such as mentoring programs, job rotations, and knowledge-sharing initiatives. 

At WSP Australia, this approach helped solve a major knowledge-retention challenge. 

WSP Australia, an engineering and consulting firm, struggled with knowledge loss as experienced employees retired. The company’s traditional, top-down training methods couldn’t capture and transfer valuable expertise quickly enough. 

To address this, WSP adopted a cross-training approach powered by Employee-generated Learning. Employees used Easygenerator to create and share training materials independently, ensuring key knowledge was passed down before employees left. 

Results: 

• 97 employees became content creators. 

• Over 190 training resources were developed in the first year. 

• Knowledge-sharing became a core part of WSP’s learning culture. 

By enabling employees to teach each other, WSP successfully retained expertise and reduced the impact of employee turnover. 

Why cross-training is a key workplace trend 

Jobs today require more than just one set of skills. Companies need employees who can adapt to different roles, especially in fast-changing industries like technology, healthcare, and finance. 

One key benefit of cross-training is that it helps employees become more versatile, allowing companies to respond to new challenges quickly. For example, during peak business seasons, cross-trained employees can step into different roles as needed, preventing bottlenecks. 

For instance, a finance team member might learn basic data analytics, helping them adapt as financial reporting becomes more data-driven. 

The role of microlearning and peer-to-peer knowledge sharing 

One of the most effective ways to implement cross-training is through microlearning: short, focused lessons that employees can easily absorb. Peer-to-peer knowledge sharing makes this even more effective, as employees learn directly from colleagues who understand the tasks best. 

This combination of microlearning and peer-led training makes cross-training efficient and engaging. Some examples of cross-training employees include pairing senior employees with junior staff or rotating employees across different departments to broaden their skills. 

How to implement cross-training in the workplace 

If you’re looking to start a cross-training program in the workplace, follow these key steps on how to implement cross-training in the workplace effectively: 

1. Develop an employee cross-training plan

Before launching a cross-training initiative, take the time to develop a structured plan. This plan should outline: 

• Which roles and skills to cross-train: identify job functions where cross-training will have the biggest impact. 

• Who should be trained: consider employees who would benefit from developing new skills or those whose current roles overlap with others. 

• How the training will be delivered: decide whether training will be on the job, through e-learning, mentorship, or a combination of methods. 

• How success will be measured: define key performance indicators (KPIs), such as ways to increase employee engagement, improve productivity, or reduce reliance on external hiring. 

2. Identify key roles and skill overlaps

Not all skills need to be cross-trained. Focus on high-impact areas where training multiple employees can improve efficiency and reduce bottlenecks. 

Work closely with team leaders and department managers to identify the best cross-training opportunities and ensure employees gain skills that enhance both individual and team performance. They can pinpoint where skill gaps exist and recommend employees who would benefit most from training. 

3. Encourage peer-to-peer learning and knowledge sharing

One of the most effective ways to implement cross-training is through peer-to-peer learning. Instead of relying only on external trainers or HR-led programs, employees train one another through: 

• Job shadowing: employees observe a colleague performing a different role to gain firsthand experience. 

• Mentorship programs: pairing experienced employees with those learning new skills can help make the transition smoother. 

• Rotational assignments: temporarily assigning employees to different roles allows them to gain practical experience in multiple areas. 

• Employee-generated content: encouraging employees to create training materials (like guides or videos) helps document and share expertise more effectively. 

A great example of this approach is how DSM transformed its learning strategy. 

DSM, a global health and nutrition company, transformed its learning strategy by shifting from top-down training to employee-driven knowledge sharing. Instead of relying on third-party vendors, DSM empowered employees to create and share their own training materials. 

This approach allowed employees to learn directly from their peers, speeding up the training process and making learning more relevant to real job challenges. 

Results: 

• DSM saved €5,000 per course by reducing outsourced training. 

• Over 100 employees became internal trainers, creating expert-led content. 

• Training time decreased from months to just days, increasing efficiency. 

By integrating peer-to-peer learning into their cross-training efforts, DSM built a collaborative, cost-effective, and scalable training model. 

4. Use microlearning and employee-generated content

Break training into short, focused sessions. Using e-learning tools, employees can create simple learning materials to document best practices, making training more efficient. 

How to implement microlearning in cross-training: 

• Create short training videos or guides: employees can document processes in 5-10 minute videos, making training materials quick and easy to digest. 

• Use interactive e-learning courses: digital tools allow employees to learn at their own pace without disrupting their daily workflow. 

• Encourage hands-on practice: after learning a new skill, employees should immediately apply it to reinforce knowledge retention. 

5. Structure cross-training programs in the workplace

For cross-training to be truly effective, it needs to be structured rather than informal or ad hoc. Employees should have clear learning goals, a defined training process, and enough time to absorb new skills without feeling overwhelmed. A structured approach ensures that cross-training becomes a long-term strategy rather than a one-time effort. 

Conclusion 

Cross-training in the workplace is more than just a training strategy. It’s a way to build resilient, adaptable teams. It helps businesses improve productivity, retain knowledge, and enhance collaboration. 

As organizations shift toward employee-driven learning models, cross-training fits perfectly within broader corporate e-learning trends. If you’re looking to future-proof your workforce, now is the time to embrace cross-training in the workplace through peer-to-peer learning and structured programs.