As companies race to adopt artificial intelligence, the harder problem may be preparing employees to work alongside it. Insight Global, a talent and consulting company, says it has invested more than $100 million in employee training and development since 2021, putting workforce upskilling at the center of its strategy as demand grows for AI, consulting and technology skills.

For much of the technology industry, the AI race has been framed around models, infrastructure and automation. Inside corporate HR departments, however, another race is underway: building a workforce capable of using those technologies effectively.

Insight Global is putting a significant financial commitment behind that challenge.

The talent, consulting and AI company says it has invested more than $100 million in employee training and development since 2021, spanning everything from early-career recruiting and corporate roles to advanced technical training for solutions architects and forward-deployed engineers.

The investment comes as Insight Global expands beyond traditional staffing into consulting, enterprise AI deployments, international workforce strategies and customized talent solutions.

The company expects nearly 5,500 employees to participate in training by the end of 2026, according to its announcement.

The scale of the program matters because workforce development is becoming a strategic issue rather than a conventional HR benefit. The World Economic Forum’s Future of Jobs Report 2025 estimates that 39% of workers’ existing skill sets are expected to be transformed or become outdated between 2025 and 2030. Technology-related skills are among those expected to grow fastest.

That puts pressure on employers to build internal skills faster than job requirements change.

Insight Global’s approach is built around a collection of programs rather than a single learning-management system. At its center is Insight Global University (IGU), launched in 2018 as the company’s primary employee-development platform.

Three weeks into their careers, new employees attend the company’s Atlanta training facility for The IG Way, a foundational onboarding and development program. The company describes it as a structured introduction to its operating principles, culture and professional expectations.

The strategy extends to experienced employees.

Insight Global’s Legacy leadership-development program launched in 2025 alongside the company’s first global leadership conference, which brought together more than 1,200 leaders for three days of development. Rather than relying on a uniform executive curriculum, the conference offered workshops covering areas such as coaching high-performing teams, execution, organizational culture and emerging technologies.

The company has also built Campus 244, a dedicated training and leadership-development hub that houses its Consulting division and IG Labs, its enterprise AI services and product-development unit.

That connection between learning and business operations is significant.

Traditional corporate training often operates as a support function: employees take courses to satisfy compliance requirements or acquire general professional skills. In technology-intensive businesses, the learning function increasingly has to work closer to revenue-generating teams.

A consulting firm deploying AI for customers needs consultants who understand both the technology and the business problem. A recruiter working with technical candidates needs enough familiarity with emerging technologies to evaluate skills accurately. A manager overseeing an AI-enabled team needs to understand not only the tools but also how workflows and roles are changing.

Insight Global’s training portfolio reflects that convergence.

The company says it conducts more than 200 in-person and 150 virtual training events annually, maintains an e-learning catalog with more than 60,000 courses, and operates a 24-month Solutions Associate Program for early-career technical consulting talent. Its learning pathways cover AI, leadership, individual contribution, resilience and advanced sales solutions.

This resembles a broader transformation in HRTech and corporate learning platforms, where learning and development is becoming increasingly connected to skills intelligence, career mobility and workforce planning.

LinkedIn’s 2025 Workplace Learning Report found that 49% of learning and talent-development professionals surveyed said executives were concerned that employees lacked the skills needed to execute business strategy. The report also found that organizations it classified as “career development champions” were more likely to be deploying AI training programs.

The implication for HR leaders is straightforward: simply purchasing an AI tool does not create an AI-ready workforce.

Organizations need training that is connected to specific roles and business outcomes. An engineer may need model-development or AI infrastructure skills, while a recruiter may need AI-assisted sourcing and evaluation capabilities. Executives may need a different curriculum focused on AI strategy, governance and organizational change.

That makes Insight Global’s model notable, although its reported $100 million investment should be viewed as a company-reported figure rather than an independently audited measure of training effectiveness.

The bigger question is return on investment.

Training expenditure is relatively easy to measure. Its impact is harder. Enterprise HR teams increasingly need to demonstrate whether learning programs improve productivity, internal mobility, retention, billable utilization, employee engagement or the ability to fill critical roles.

The strongest learning strategies are therefore moving toward measurable skills rather than course completion.

AI may accelerate that shift. Learning platforms can personalize content, recommend courses and identify potential skills gaps, while workforce analytics can connect training activity with employee movement and business performance.

Insight Global’s own position gives it another incentive. As a talent and consulting provider, the company’s workforce is effectively part of its product. Developing employees internally can expand the pool of people capable of supporting increasingly technical customer engagements.

That is particularly relevant as the company grows its enterprise AI activities.

The rise of AI could reduce demand for some routine work while increasing demand for people who can implement, govern and integrate AI into real-world business processes. The resulting labor market is unlikely to be simply “human versus machine.” Instead, it will require more employees to operate across technology and domain expertise.

For HR leaders, that changes the role of learning and development.

The L&D function increasingly becomes part of workforce strategy: identifying which skills the organization will need, building those skills internally, creating pathways into new roles and helping employees adapt as technology changes their jobs.

Insight Global’s $100 million commitment is an unusually large example of that philosophy. But its real significance will ultimately be determined not by the amount spent, but by whether the investment helps the company create a workforce capable of delivering new AI and consulting services while giving employees credible paths to advance.

In an economy where skills can depreciate quickly, that may become one of the most important forms of enterprise infrastructure.

Market Landscape

Corporate learning is shifting from a course-centric model toward skills-based workforce development. Learning management systems are increasingly being complemented by skills intelligence, career-pathing, coaching, internal mobility and AI-powered personalization.

The pressure is coming from both sides of the labor market. Employers need new technical capabilities while employees increasingly expect organizations to provide meaningful opportunities for career development.

LinkedIn’s research shows that 71% of L&D professionals surveyed are exploring, experimenting with or integrating AI into their own work. Its research also found that organizations with mature career-development programs were more likely to combine AI training with broader career-development initiatives.

The competitive ecosystem includes platforms such as LinkedIn Learning, Cornerstone, Workday, Degreed and Coursera for Business, alongside internally developed corporate academies.

For enterprises, the differentiator is increasingly not the size of the course library but whether learning systems can identify relevant skills, deliver training at the point of need and demonstrate measurable business impact.

Insight Global’s investment reflects this transition. Its combination of structured onboarding, technical programs, leadership development, e-learning and AI-focused pathways represents an attempt to create an internal talent pipeline rather than relying entirely on external hiring.

Top Insights

• Insight Global has invested more than $100 million in employee training since 2021, making workforce development a strategic pillar of its talent and consulting business.
• Nearly 5,500 employees are expected to participate in training this year as AI changes technical skills, consulting roles and broader workforce requirements.
• Insight Global University, The IG Way and Legacy create development pathways spanning onboarding, technical consulting, leadership development and emerging technology skills.
• The company’s 60,000-plus-course learning catalog and AI-focused pathways reflect the shift from traditional training toward continuous, skills-based workforce development.
• Enterprise HR teams increasingly need to measure learning through skills, mobility, productivity and business outcomes rather than course completion alone.

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