In recent years, the concept of the workforce has undergone a radical transformation. Alongside office and hybrid employees, there is a growing population of people who work outside traditional settings, often without desks or computers. This is an elephant in the room that cannot be ignored.
This transformation requires HR and L&D functions to deeply reflect: designing training only for those who work “at a desk” excludes a fundamental part of the organization. A truly effective learning and development strategy must start with a key question: how can we create learning experiences that work in different contexts without creating first- and second-class employees?
Summary
Deskless workers: who they are and why they matter
The term “deskless workers” refers to workers who do not spend their day at a fixed workstation. This includes sales staff, logistics operators, production personnel, field technicians, healthcare personnel, and customer-facing employees. In other words, they are the employees who are often invisible yet essential.
These roles are essential to the company’s functioning and often represent the first point of contact with the market and end customers. However, historically, these roles have had the least access to structured training, especially digital training. The variable hours and lack of traditional tools of deskless workers render many learning models designed for office workers ineffective.
Understanding who deskless workers are means recognizing that they are not a “special target,” but rather an integral part of the workforce in need of training more closely aligned with operational reality. In practice, this means fewer endless slides and more concrete tools that can be used immediately.
Understanding the training needs of different target groups
Those working in the trenches do not have time for 300-page manuals.
An inclusive L&D strategy starts with listening: office-based and deskless employees share the need to develop skills, but they do so in very different conditions. Office workers generally have more time and access to complex platforms, while field workers often have to learn “in the middle” of the action, with short deadlines and immediate objectives.
This requires a change in perspective. Instead of starting with the content to be delivered, start with the real contexts in which learning takes place. Only then can you design useful, relevant courses that are perceived as concrete support for daily work. In short, if you don’t consider where and when training is needed, you risk creating an empty library in the middle of a desert.
Technology as an aid, not an obstacle
Your phone can become a virtual campus.
In order to engage everyone, technology must facilitate, not hinder. E-learning platforms must be accessible and intuitive and designed to work on multiple devices. A mobile-first approach is essential not only for deskless workers but also for those who work on-site and need flexibility.
A well-designed platform allows you to centralize, update, and consistently distribute content, ensuring everyone has equal access to growth opportunities, regardless of their role or workplace. In short, we need technology that helps, not frustrates.
We also recommend an excellent authoring tool for quickly and easily creating courses!
Microlearning: sshort, relevant, and contextual content
One of the most common mistakes is considering training as separate from operations. A modern Learning & Development strategy, on the other hand, aims to integrate learning into the workflow.
For deskless workers, this means accessing short training content when needed, such as before performing a task, during a shift change, or in response to a specific situation. For on-site employees, integration with collaboration and internal communication tools enables learning without completely interrupting work. In other words, learning becomes part of the day, not an annoying extra.
Short, targeted, and immediately applicable: the perfect trio.
Microlearning is an effective response to fragmented working hours, especially for field workers. Short content focused on a single goal promotes engagement and memorization.
This approach is not a concession to deskless workers; it’s an intelligent design choice that improves the learning experience for everyone. Those who work in the office also benefit from more streamlined courses that integrate better into the workday. Think of it as a training survival kit: small, practical, and useful right away.
Gamification to increase engagement
For deskless workers, engagement stems not only from access to training but also from the experience itself. Gamification is an effective way to make learning more motivating, continuous, and visible. Read more about it here!
Adding elements such as challenges, progressive goals, badges, rankings, and awards does not mean “playing” with training; rather, it makes progress tangible. For those working in the field, having their results recognized—even through simple, immediate mechanisms—strengthens their sense of belonging and contribution.
Gamification dynamics are most effective when integrated into daily work, such as short challenges that encourage positive behavior, quick quizzes on safety procedures, and shared team goals. In this way, learning becomes a natural part of the work experience. In practice, a little healthy competition never hurts and is more effective than monotonous slides.
Building a shared learning culture
Technology and content alone are insufficient; the development strategy must be based on a corporate culture that values continuous learning.
In this scenario, managers and team leaders play a crucial role. They are the daily point of reference for operational teams and can transform training into a concrete, recognized, and encouraged experience. When learning becomes part of everyday language and practices, it ceases to be perceived as an obligation imposed from above.
From training to impact: aligning learning with business objectives
An effective L&D strategy must be linked to key operational objectives, such as safety, customer service, retention, and reducing absenteeism. Recognizing and rewarding positive behavior in these areas reinforces the idea that learning is useful and tangible.
Below are some key best practices:
- Align learning and recognition with business challenges
Focus on behaviors that generate real impact. - Integrate with existing digital tools
Incorporate training and rewards into platforms already used by deskless workers. - Conscious adoption strategy
Managers, field ambassadors, and gamification increase participation. - Extensively communicate the story
Digital channels + offline tools, such as workplace visuals, merchandise, and leaderboards. - Celebrate early successes
Highlighting virtuous behavior and concrete achievements reinforces motivation. - Measure, adapt, and evolve the program
Monitor results and feedback to offer more advanced content over time and ensure continuity in learning.
Monitoring and continuous improvement
For deskless workers, analyzing data and feedback, observing operational impact, and adapting courses and content is essential to ensure that learning is applied in practice, not just kept theoretical. Monitoring participation, verifying skill acquisition, and gathering feedback from teams helps you understand what works and what doesn’t.
Learning must evolve alongside people and businesses. What is perfect for deskless employees today may not be sufficient tomorrow when operational needs, technologies, or business processes change. Constantly updating content, introducing new challenges, and experimenting with different training methods transforms learning into a dynamic, relevant process rather than a mere obligation.
In other words, effective learning is never static: it grows alongside the company and its people, adapting to ever-changing contexts, rhythms, and needs.
Toward truly inclusive learning
Engaging deskless employees does not mean standardizing the experience; rather, it means designing it with differences in mind within a coherent vision. When learning is accessible, relevant, and integrated into daily work, it becomes a powerful driver of engagement, skill development, and a sense of belonging.
A strong L&D strategy is measured by its ability to support each person along their growth path, wherever they work. Here, finally, everyone has their own desk.
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