Speaking to Civil Service World, Hague argues that training alone doesn't guarantee capability. Civil servants can complete an AI module or a leadership course and still not have the chance to prove they can apply it — which means departments sometimes hire externally for skills that already exist in-house. Drawing on Pearson's own research showing career and learning transitions cost the UK economy around £96bn a year in lost earnings, Hague makes the case for treating workforce capability as strategic information: not just "what roles do we have," but "what are our people capable of doing."

She also points to Pearson's internal AI upskilling programme — where structured practice and in-the-flow-of-work assessment led to measurable productivity gains — as a model for how organisations can turn training into evidenced, trusted capability that moves with people across roles and departments. 

Read the full interview on Civil Service World