Training in Spanish public sector agencies: Empirical diagnosis and evidence for its strengthening

Abstract

Objectives: This article presents an empirical diagnosis and analyzes the current model for planning, managing, and evaluating training in instrumental public administration, based on an empirical sample of public entities from the three levels of government. The aim is to identify organizational patterns, structural weaknesses, and lines of improvement. Methodology: The research combines a structured questionnaire (50 valid responses) and semi-structured interviews (16 training managers), conducted in entities that collectively manage approximately 300,000 public employees. Sampling criteria were based on size, economic volume, and institutional relevance. Results: The study confirms the consolidation of training as an institutionalised function, but also highlights a persistent gap between its strategic formalisation and actual practices. While 72 % link their training plans to institutional strategy, only 54 % conduct evaluations using indicators. Technical content prevails (86 %), alongside a preference for face-to-face formats (52 %) and low methodological innovation. Structural shortcomings are identified in evaluation, technology, and alignment with performance. Conclusions: The current model requires a structural transformation based on alignment with talent strategies, empirical performance indicators, institutional redesign of training processes, and the integration of emerging technologies with strategic purpose.