The pandemic dictates its terms: more and more training, including corporate training, is being moved online. In this article, we will talk about how effective employee training is online, which programs can be moved online and which cannot, which industries find it easier and which, on the contrary, more difficult to restructure their training. How effective is online employee training Practice over the past six months has shown that it is possible to develop programs online for all types of skills. However, two key limiting aspects are worth considering. The first is related to the fact that the development of some soft skills (interaction skills) is more effective offline - in a face-to-face discussion format. But this does not mean that soft skills training cannot be transferred to online - worldwide practice has shown that even public speaking skills can be effectively developed online. The second limiting aspect is based on the fact that, as part of any skills development, there is an attempt to create networking among the participants. Very often the generation of new ideas that could be breakthroughs for the company or the unit of the trainee happens spontaneously - in between classes, during breakfasts or dinners. It is very difficult to create such an environment in an online format. In all other aspects, judging by our results, transferring to online is possible. Which industries find it easier and which ones, on the contrary, find it more difficult to restructure their training? The restructuring of training depends not more on specific industries but on the types of professions and professional skills that trainees can learn. It is impossible to say in advance that, for example, the exact sciences are harder to transfer and the humanities are easier. The division is much subtler, and it depends on the amount of experimental work associated with some subjects, mechanisms, devices that cannot be moved to online discussion, involved in the learning process. For example, it's very hard to move archaeology training online because it involves practice, where you have to dig and take apart artifacts and classify them. It's almost impossible to do this in an online format without access to museums. It is also extremely difficult to move the training of medical professionals, engineers, and those who work in the arts, such as artists, online. Which generations of employees are easier to learn online and which are harder to learn? At this point, there is no difference between a person's age and willingness to learn online - everyone is ready. However, different generations have different perceptions of learning formats. Learning programs involve videos on a particular topic. The younger generations prefer short videos, because they do not have the habit of listening for a long time. For the middle-aged generation, on the contrary, very short videos sometimes leave a sense of understatement. However, it is worth noting that such differences are not critical. Growing need to develop new skills The coronavirus pandemic has drawn attention to two key factors: increasing uncertainty about the future and changing basic forms of work interaction. Previously, after the gradual return of staff to the office, a certain percentage of employees were still working remotely. Now there are already new waves of self-isolation and mass remote work. The crisis we are facing because of the pandemic is not like the previous ones, so the old management practices will not fit. Only 5% of learning and development professionals believe their learning strategy, investments, and resources will return to pre-pandemic levels. The new environment requires new skills, and therefore, changes in training. Some of the new areas of training that have received attention during the pandemic include: •	Managing remote teams and employees •	Skills for working with digital tools •	Leadership in times of crisis •	Physical and mental well-being and resilience •	Decision making during a crisis •	Flexible work During a pandemic, many employees have had their stress tolerance and emotional equilibrium impaired, which may remain with them even after the pandemic is over. Related to this is a dramatic increase in the demand for stress management and mental health training. Conclusion Thus, despite the difficult market situation, corporate training is becoming a driver for the survival and competitiveness of organizations. Moreover, in-house training can be organized on a point-by-point basis, as there is a deeper understanding of what skills need to be developed right now, based on strategic priorities.

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Jean Hartley

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