This study explores how Oman’s banking sector designs training programs for multigenerational workforces (Generations X, Y, and Z) and identifies strategies to address varying learning preferences. Examining employee perspectives aims to enhance training effectiveness, foster collaboration across age groups, and improve organisational outcomes. A quantitative method design combined surveys (287 employees across Generations X, Y, and Z) in Oman’s banking sector. Stratified sampling ensured representation across age groups and roles. The study reveals that generational disparities in learning preferences emerged: younger employees favoured digital tools, while older cohorts leaned toward traditional methods. Effective training requires blended approaches that balance flexibility and structure. Regular feedback and inclusive program design were critical to engagement. However, one-size-fits-all strategies risk excluding specific groups, indicating the need for tailored solutions. Findings are context-specific to Oman’s banking sector, limiting generalizability. Future studies should explore regional/cultural variations and longitudinal outcomes. Organisations should adopt blended learning models integrating e-learning platforms and in-person workshops. Regular evaluations via surveys and focus groups can refine program relevance. This study uniquely examines multigenerational training challenges in Oman’s under-researched banking context. It advances HRD literature by proposing actionable strategies to harmonise digital and traditional learning.