The Programme Training and Usage Methods Report is a key deliverable within the Up-Skill project, which supports European organisations in preparing their workforces for Industry 5.0. The report brings together findings from nine industrial case studies, examining how companies identify skills needs, select technologies, and adapt their training approaches while transitioning to more human-centric and intelligent production systems.
Originally envisioned as a set of training manuals, the deliverable evolved into a narrative report that documents the learning gained from nine company case studies. Each case examines how technology choices were made, what challenges emerged, and which new skills were required to support implementation. This change in scope reflects the practical realities of industrial collaboration, where company timelines, resource constraints, and communication challenges shaped both the process and outcomes.
The report highlights that training for Industry 5.0 cannot follow a one-size-fits-all model. Instead, it argues that workforce development must be tailored to each organisation’s technological and organisational context, with a dual focus on hardware and software training to ensure that employees are equipped to operate, adapt to, and optimise new systems. Instead of applying generic training models, companies worked with Up-Skill experts to identify skills linked directly to specific technologies — from CNC machining and robotics to additive manufacturing and digital design. For instance, some of the case studies illustrate how introducing CNC machines or robotics reshaped traditional skill profiles, requiring operators to combine hands-on craftsmanship with digital competencies such as CAD/CAM programming and process monitoring. These observations show that training extends beyond formal instruction—it includes learning by doing, experimentation, and cross-departmental collaboration.
While the report is primarily technical, it also incorporates an ethnographic perspective to capture the human side of technological change. By observing workplace dynamics and engaging directly with employees, the project team uncovered unique challenges and opportunities within each organisation. This revealed the importance of addressing both technical and human-centric aspects of technology adoption. For example, the report highlights the growing need for soft skills—such as communication and change management—to foster trust and engagement during technology transitions.
The findings also stress the importance of aligning training programmes with organisational goals and employee roles. For training managers, this means designing initiatives that address immediate technical requirements while also anticipating future skill needs. In that respect, the report provides guidance on mapping evolving skillsets, ensuring that training remains aligned with emerging technologies and business demands. This forward-looking perspective is particularly valuable in the context of Industry 5.0, where integrating human-centric and intelligent systems is essential.
Decision-making around technology adoption is another critical focus. By documenting objectives, options, and challenges for each use case, the report provides insights into the factors shaping successful implementation. These findings can help industrial training managers navigate the complexities of integrating new technologies into existing workflows.
Finally, the report highlights the role of management and leadership in fostering a culture of continuous learning. Sustained transformation requires visible support from leadership, resource allocation for skill development, and an environment that encourages experimentation and knowledge sharing. When leaders prioritised learning and gave teams room to test new ideas, companies were better able to integrate innovative technologies smoothly.
In conclusion, the Programme Training and Usage Methods Report offers industrial training managers a practical, case-based framework for preparing workforces for Industry 5.0. By combining technical analysis, real-world case studies, and ethnographic insight, it presents a human-centred vision of industrial upskilling—one that values adaptability, collaboration, and continuous improvement as much as technical proficiency. The key takeaway is clear: training for Industry 5.0 must be tailored, adaptive, and aligned with organisational goals and strategic decision-making to prepare employees for the future of work.