Purpose: Drawing on Bandura's social learning theory (SLT), the purpose of this paper is to investigate, analytically, the impact that after-training skills level (i.e. perceived skill match) has on change self-efficacy. Moreover, this research also aims to identify which specific skills sets (if any) act as a protective factor during organizational change, supporting the change confidence (CC) level of the people involved. Design/methodology/approach: Quantitative research was carried out on a sample of 200 workers in the bank sector. Findings: Findings of this study suggest that skill match has a significant impact on the CC level. Furthermore, this study demonstrates that, even in front-office jobs, a perceived skill match of soft skills does not have a significant impact on staff CC, unlike that suggested by common sense and by literature. Research limitations/implications: Future research should investigate if and how a training process enables change self-efficacy over time or instead shows its utility only when it is relating to a specific and limited period. Practical implications: This study suggests that in designing training, top and middle management should pay specific attention to change recipients' needs by adopting a bottom-up approach. Moreover, to improve training effectiveness, it would be advisable to also train change recipients' supervisors. Social implications: This study has social implications in suggesting how to foster the adaptive capabilities of change recipients in current turbulent times. In doing so, it suggests how to prevent some undesirable change consequences such as anxiety, intention to quit, work-related stress and change cynicism. Originality/value: This paper shows that, from a methodological point of view, it is necessary to evaluate training effectiveness at the level of a specific skill area and not simply by comparing the trained/not trained people, as typically practiced until now.