How to make training stick for global and dispersed comms teams

When communicators gather for training today, the “room” might stretch from a home office in Minneapolis to an agency partner in São Paulo to a contractor in Mumbai. Rarely do dispersed teams share a building, let alone a time zone, making skill building, cohesion and professional development a persistent challenge.

Ragan’s 2025 Salary & Workplace Culture Survey found that while 90% of communicators have access to professional development, only 40% are satisfied with what’s offered, a decline from 49% in 2024. Nearly 70% of those dissatisfied said they were considering a job change.

The 2025 Ragan Communications Benchmark Report further revealed that 45% of communicators point to staffing shortages as their biggest challenge, while 37% cited limited budgets.

Under those conditions, building effective dispersed training requires that every element be designed with intention. It’s the only way to ensure retention and a fulfilling workplace experience for communicators and all the employees whose lives they touch.

Here are some ways to make it happen.

Blend asynchronous and synchronous learning

Throwing a three-hour lecture at a busy communicator won’t work. Many organizations we work with at Ragan are turning to a two-part format: self-paced modules for core knowledge, followed by live sessions for practice and application.

Asynchronous content types including short videos, podcasts and written explainers allow employees to digest material when their schedules allow. Meanwhile, live sessions focus on case studies, role-playing, or scenario-building. This dual structure ensures no one shows up cold, and group time is spent on practical application.

“Too many programs throw content at employees without asking whether it helps them do their job better,” said Gary Cooper, Alexa trust and privacy marketing lead at Amazon, in a recent interview with Ragan Training’s Sr. Director of Learning and Development Justin Joffe. “We need to be clear that the content ladders to business objectives and makes a difference in the role someone’s in right now.”

Rotate time zones and provide recaps

Global teams need training that respects geography. Without deliberate planning, the same region always shoulders the 11 p.m. slot. Rotating session start times spreads the load and signals fairness.

Equally important is documentation. Recordings paired with short written recaps, sent via email or posted to the intranet, help employees who couldn’t attend catch up quickly. Our Benchmark Report shows these channels are among the most effective for dispersed workers, ranking higher than virtual meetings, which have dropped sharply in perceived usefulness.

Localize without diluting meaning

Among global and multilingual organizations, communicators find that the meaning of jargony and idiomatic phrases like “low-hanging fruit” or “we’re in the home stretch” evaporate when translated literally. Ragan Training’s module “Communicating Across Borders: Engaging Global and Regional Employees,” explains that cultural resonance requires reviewing tone, stripping idioms, and tailoring examples to local realities.

Practical steps include:

• Use plain language and short sentences.
• Replace idioms with direct phrasing (“nearly finished” instead of “in the home stretch”).
• Employ regional reviewers to vet training content before rollout.
• Keep visuals culturally neutral unless intentionally localized.

Extend learning through peer coaching

Skills fade if they aren’t reinforced and their utility isn’t demonstrated; pairing communicators across locations for peer coaching helps keep lessons alive. After a training session, partners can meet monthly to discuss applications, share obstacles and adapt strategies.

This structure also addresses a risk flagged in our Salary Survey: early-career communicators report the lowest satisfaction with development and the highest intent to leave. Peer or mentor pairings give them both reinforcement and exposure to more experienced colleagues.

Standardize tool fluency

Dispersed training collapses if employees struggle to get comfortable using the very platforms that deliver it. The Benchmark Report found 72% of communicators adopted or upgraded at least one tool in the past year, which means uneven familiarity is inevitable.

Short “tool drills” before training begins—how to use breakout rooms in Teams, create boards in Miro, or edit in Canva—establish a baseline. Equal access to tools translates into equal access to learning.

Tie training to strategic outcomes

Measurement is often the weakest link. Counting attendance or satisfaction surveys offers little insight into behavioral change, and without proof of impact, budgets for training are vulnerable.

A stronger model starts with baseline assessments, then asks participants to identify two or three ways they will apply the resulting data. Follow-up surveys or manager check-ins three to six months later track whether those behaviors appeared in practice. Linking training outcomes to organizational goals such as faster responses to crises or stronger change communications makes the value visible.

The Benchmark Report confirms that communicators themselves place high value on development. When asked how they would invest additional resources, 33% said they would prioritize team training, ranking it just behind staff hiring and content production.

Each step requires planning, but taking the time to create a holistic training experience for comms teams results in sharper skills, stronger cohesion and lower attrition. Done right, training equips communicators to thrive together, no matter how many borders divide them.

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