Upskilling and Reskilling word on scrabble tiles

Upskilling and Reskilling: development in the era of innovation

The world is changing at an unprecedented speed. With each passing day new technologies and trends emerge that put in check the capacity of companies and people to adapt to these transformations. In this context, it is not surprising that the terms Upskilling and Reskilling are taking over the debates on professional development.

Skills that were previously related to academic training and were absorbed by organizations through new employees, are changing so quickly that they would require an absurd and unviable frequency of hiring.

worldwide survey , conducted by PwC , points out that 4 out of 5 CEOs say they are extremely concerned about the scarcity of essential skills and see this factor as a threat to business growth .

The Skill Shift: Automation And The Future Of The Workforce report by McKinsey Global Institute shows that by 2030 more than 375 million workers will need to completely change their skills to adapt to the new job market.

This data reflect not only the urgency to develop skills in organizations, but also the need to adopt Upskilling and Reskilling practices in T&D programs. But what do these terms actually mean?

In today’s article we will go deeper into this topic and understand why these concepts are here to stay with regard to the future of training and development in the era of innovation.

Upskilling and Reskilling: what are they and what are their differences?

The concepts of Upskilling and Reskilling were coined by the World Economic Forum in its studies and reports on the future of work.  While related to the development of new skills, there are significant differences between them.

Reskilling essentially means learning a new skill to perform a different job. This retraining is utilized to train employees to occupy a new position within the company. It is commonly used when technology creates a redundant function, but companies choose to retain the employee.

Upskilling is about developing a set of skills, which allow employees to grow within a position and generate more value for the organization . It is an effort to update employees in the face of the demand for new knowledge.

For Luis Novo, CEO of Skore , when we talk about Reskilling and Upskilling we are referring to something that goes beyond a new term or a T&D trend that will soon be forgotten.

When we talk about Reskilling and Upskilling we are talking about a very serious issue, we are talking about a transformation for life, we are talking about millions and millions of jobs that need to be restructured, otherwise the economy will not be able to absorb these people. The theme is important to create the sense of urgency that the word training would not create. – Luis Novo, CEO of Skore.

The Qualification and Requalification of people is not only a critical factor for a competitive business strategy, but it is also urgent in the construction of the future of work and of our relations with technology and innovation. But, in practice, what changes in the development of employees?

What changes in Training and Development?

It is past the time when putting dozens of people in an auditorium or creating a single training program for hundreds of employees. The future requires a paradigm shift in the way of thinking about Corporate Education .

It is necessary to keep in mind that the nature of the work, the knowledge and the skills necessary for the new roles, accompany the evolution of technology. This creates an increasingly deep gap between the skills needed and those available in companies .

Learning needs to come out of “false customizations ” and become as individualized as each role or person within a company. Training needs to stop being an item in the “checklist of activities” of the day and integrate with the contexts and workflow of employees.

T&D teams must lead this movement and assume, strategically, the role of identifying skill gaps – in the short and long term – and developing them within organizations.

Your organization is driven by the skills you have. The evolution of individuals in a company, in the end, translates into the evolution of a company. – Matthew Sigelman, CEO of Burning Glass Technologies.

This is an approach that goes far beyond buying a “training package” and making it available to employees in a pleasant experience.

We are talking about using technology to make individualization of learning scalable . We are talking about looking at training with a business vision and an approach focused on data and analysis that will allow you to predictively distribute the right knowledge to the right person, when they really need it.

This is a new approach that is reflected in the great challenges and subsequent anxieties in the T&D market.

The challenges of Upskilling and Reskilling.

Despite the growth in the debate about Upskilling and Reskilling and the urgency that the topic demands, in practice, few companies have actually effective T&D programs to deal with their skills shortages.

survey by McKinsey & Company shows that only 16% of CEOs feel really prepared to work on their organizations’ skill gaps. More than twice as many of these leaders consider themselves unprepared for this.

Also according to the research , the main barriers to the construction of learning programs focused on Qualification and Requalification are the urgent need to update the HR infrastructures and identify what skills are needed for the future of their organizations.

Despite identifying this challenge as a priority, leaders admit they have no idea how automation and innovation will affect the needs of future skills.

This is a truly complex scenario. There is no crystal ball that can say how each company will be impacted or a consensus on the most efficient and effective ways to perform Upskilling and Reskilling. After all, we are experiencing innovations and adapting to them in real time.

What we know so far, is that this process goes through a deep individualization of learning, that the distribution of knowledge needs – more than ever – to be guided by context and data that reflect reality and that technology has a fundamental role to play. It is an ally of Training and Development, but not the final answer.

This content is just a reflection on development in the era of innovation and what is to come. In other posts we go deeper into how to bring Upskilling and Reskilling to the practices of your organization – just fill out the form below and follow our social networks.

In today’s article we will delve into this topic and understand why these concepts came to stay with regard to the future of training and development in the age of innovation.  

Upskilling and Reskilling: what are they and what are the differences?

The concepts of Upskilling and Reskilling were coined by the World Economic Forum in their studies and reports on the future of work. Both words, derived from the word skilling, are related to the development of new skills, but there are significant differences between them.Reskilling (or requalification) essentially means learning a new skill to perform a different job. The requalification is used to train employees to occupy a new position within the company. It is commonly used when technology makes or will make a redundant function, but companies choose to retain the employee.Upskilling (or qualification) is about developing a skill set, which allows the employee to grow within a position and generate more value for the organization. This is an effort to update employees in the face of the demand for new knowledge.For Luis Novo, CEO of Skore, when we talk about Reskilling and Upskilling we are referring to something that goes beyond a new term or a trend of T&D that over time will be forgotten. 

When we talk about Reskilling and Upskilling we are talking about a very serious matter, we are talking about transformation for life, we are talking about millions and millions of positions that need to be restructured, or the economy will not be able to absorb these people.The theme is important to create the sense of urgency that the word training would not create. – Luis Novo, CEO of Skore.

The qualification and requalification of people is not only a critical factor for a competitive business strategy, but is also urgent in building the future of work and our relations with technology and innovation. But in practice, what changes in the development of employees? 

What changes in Training and Development?

It’s past time where putting dozens of people in an auditorium or creating a single training program for hundreds of employees had some result. The future requires a paradigm shift in the way corporate education is thought.It is necessary to keep in mind that the nature of the work, the knowledge and the skills necessary for the new roles, accompany the evolution of technology. This creates an ever deeper gap between the skills needed and those available in companies.

Learning needs to come out of “false customizations” and become as individualized as every role or person within a company. Training needs to stop being an item in the “activity checklist” of the day and integrate with employee scontextiums and workflow.

T&D teams must lead this movement and strategically take on the role of identifying skills gaps – in the short and long term – by developing them within organizations.  

Your organization is driven by the skills you have. The evolution of individuals in a company, in the end, translates into the evolution of a company. – Matthew Sigelman, CEO of Burning Glass Technologies.

This is an approach that goes far beyond buying a “training package” and making it available to employees in a pleasant experience.We‘re talking about using technology to make individualization of learning scalable. We’re talking about looking at training with a business vision and a data-focused approach and analytics that enable us to predictively distribute the right knowledge to the right person when they really need it.This is a new approach that is reflected in major challenges and anxieties for the T&D market.

The challenges of Upskilling and Reskilling.

Despite the growth in the debate over Upskilling and Reskilling and the urgency that the topic demands, in practice, few companies have really effective T&D programs to deal with skills shortages.Research by McKinsey & Company shows that only 16% of CEOs feel really prepared to work on their organizations’ skills gaps. More than twice as many of these leaders consider themselves unprepared for it.

Also according to the research, the main barriers to building learning programs focused on Qualification and Requalification are in urgent need to update HR infrastructures and identify what skills are needed for the future of their organizations.While pointing to this challenge as a priority, leaders admit they have no idea how automation and innovation will affect future skills needs.

In fact, this is a complex scenario. There is no “oracle” that can tell how each company will be impacted or a consensus on the most efficient and effective ways to do Upskilling and Reskilling. After all, we are living the innovations and adapting to them in real time.What we know, so far, is that this process goes through a profound individualization of learning, that the distribution of knowledge needs – more than ever – to be guided by contexts and data that reflect reality and that technology has a fundamental role of allied training and development.

This content is just a reflection on development in the age of innovation and what is to come. Soon we will delve into how to bring Upskilling and Reskilling to the routines of your organization, to check this content just fill out the form below and follow our social networks.See you next time! 👋

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