Feature


Time for upskilling and reskilling


…it’s not what you think, says Gary Stringer W


ant to know what most approaches to this issue get wrong? The assumption that


the motives, and the strategy, for upskilling and reskilling is fixed. “We’re moving towards a hybrid


workforce. The COVID-19 pandemic. A digital skills shortage. A looming crisis with the number of vacancies…” And in doing so, they show us the point ... and miss it all at once! Upskilling and reskilling are important because they


make us more adaptable and able to keep pace with ever-quickening change. But they don’t solve a single challenge and suddenly stop being relevant!


There will always be another skills statistic… • Post-pandemic, 69% of organisations did more skill building than before the onset of the Covid-19 outbreak


• In 2021, 48% of businesses were recruiting for roles with hard data skills but almost the same (46%) struggled to hire for those in the past two years • By 2025, the World Economic Forum


believed that half of all employees would need new skills driven by automation and technology


• By 2030, there will be 85 million global vacancies due to a lack of skilled people.


The thing all of these have in common is that they’re created by changes in our external environment. But what are your snesssecfic cntexts chaenes and environments? You’re better off firn t h ts rtant t you …and responding accordingly.


Understanding the role of upskilling and reskilling in solving your current challenges Getting too caught up in the numbers above leads you down a path of trend following and worrying more about the macro problems, when the more useful rte s firn t hats haenn at the business level. What’s the direction of travel in your industry? Do you lack the skills to seize opportunities? And are your current skill levels holding back performance? Here’s a process you can use to build


something tailored to your business… > Learning Magazine | 63


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