1. The Value of On-the-Job Training

For decades, on-the-job training (OJT) has been recognized as one of the most effective methods for employee development. Unlike theoretical learning, OJT immerses employees directly into their roles, offering practical insights and real-time application of skills. This hands-on experience not only accelerates learning but also improves retention, confidence, and job performance. It bridges the gap between knowledge and execution—an essential element for roles that demand immediate problem-solving and adaptability.

However, in recent years, the growing corporate focus on certifications and structured learning paths has started to overshadow the organic learning that OJT offers. While certifications hold value in validating skills, the overemphasis on formal credentials—often at the cost of employee well-being—can be counterproductive.

2. A Real-Life Story: Struggles Behind the Corporate Facade

Let’s take a moment to reflect on a real story from within one of India’s top-tier consulting firms—one of the Big Four. For confidentiality, we’ll refrain from naming the individual or the firm, but the scenario is far too familiar for many professionals.

This employee, a dedicated professional and a new father, was putting in over 12 hours a day at work. Alongside immense pressure at work, he was navigating new responsibilities at home, financial constraints, and a growing sense of burnout. Despite his long hours, his firm enforced a policy that each employee must complete at least one certification per year. In practice, managers pushed for two.

With no additional time allocated for study, weekends were consumed by mandatory internal training. And when he tried to prepare for the certification exam, he faced yet another hurdle—company IT policies blocked access to third-party exam platforms. Without a personal laptop, his options were limited.

Meanwhile, financial strain prevented him from hiring help for his infant child. He had to care for his baby with one arm while working with the other—feeding, changing diapers, attending client calls, and completing data-intensive tasks like analytics and programming, all with limited physical and mental bandwidth.

When he explained his situation to management, including the HR representative who labeled him a "defaulter" for not completing his certification, the response was cold and bureaucratic: "Talk to your manager if you have concerns."

There was no empathy, no accommodation—just a relentless push toward ticking boxes and maintaining metrics, regardless of human cost.

That employee is no more in this world.

3. Corporate Certifications, Monopoly & the Hidden Economics

The modern corporate world is increasingly influenced by tech giants that hold monopolistic control over tools, platforms, and learning ecosystems. Many of these corporations develop enterprise software and then build entire certification programs around them—programs that employees are expected to pay for or complete in their personal time.

Here's where the irony lies: organizations buy software licenses from tech giants. Those same tech giants then promote certifications that companies require their employees to complete—often at the employee’s own expense. Employees are caught in a loop where they must pay to learn how to use a product their company has already paid for.

This system disproportionately affects professionals in developing countries, where certification costs can be significant in comparison to local salaries. Moreover, employees are often forced to pursue certifications that are irrelevant to their actual job functions—just to comply with appraisal metrics.

For instance, a data analyst working with Power BI and Power Automate may be encouraged (or pressured) to complete Google Ads certifications, simply because it’s seen as a quick win on paper.

This kind of systemic contradiction raises important questions:

• Should certifications trump real work performance?

• Why is certification a gatekeeping tool instead of a growth opportunity?

• Is the goal really to upskill, or to filter and eliminate?

The truth is, many organizations use certifications not just to build talent but to rank, rate, and remove. It’s a quiet way to streamline costs, remove “non-compliant” employees, and maintain a performance narrative that serves corporate goals.

4. Final Thoughts: A Call for Empathy and Reform

The pursuit of upskilling should be empowering, not punishing. Learning must be integrated into the flow of work, not layered on top of already overwhelming workloads. Certification should be relevant, supported, and accessible—not an additional burden carried by employees already giving their all.

Companies must rethink how they balance performance expectations with employee well-being. A system that values checklists over context is bound to lose talent—not because people aren’t capable, but because they’re burnt out, unsupported, and unheard.

It’s time to realign priorities—where human experience matters as much as professional growth.