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In the coming decades, as the pace of technological change continues to accelerate, millions of workers will face a profound challenge: not just upskilling, but reskilling.

Reskilling involves acquiring new skills and, at times, even changing occupations entirely. Companies play a critical role in addressing this societal challenge, yet few have fully embraced it.

This blog post draws insights from Jorge Tamayo, Leila Doumi, Sagar Goel, Orsolya Kovács-Ondrejkovic, and Raffaella Sadun who co-authored the article “Reskilling in the Age of AI” published by the Harvard Business Review.

To succeed in the rapidly evolving era of automation and AI, organisations must understand and embrace five paradigm shifts:

1. Reskilling as a Strategic Imperative

Reskilling is no longer optional; it’s a strategic necessity. As automation technologies advance, routine tasks become automated, necessitating a shift in workforce skills.

Organisations must recognise that reskilling is not just about individual employees—it’s about the collective resilience of the entire company.

Investing in reskilling initiatives ensures that the workforce remains adaptable and capable of meeting new challenges head-on.

2. Leadership Responsibility

Reskilling is not solely an HR function. Every leader and manager must actively champion and drive reskilling initiatives.

Leaders should set an example by participating in reskilling programmes themselves, demonstrating a commitment to continuous learning.

This top-down approach fosters a culture where learning and development are prioritised, encouraging employees to follow suit.

3. Change Management Approach

Reskilling is more than training programmes; it’s a change-management initiative.

Companies need to navigate cultural shifts, address resistance, and create a supportive environment for continuous learning.

Effective change management strategies involve clear communication, employee engagement, and the integration of reskilling into the company’s core values and practices.

4. Employee Willingness to Reskill

Employees are open to reskilling when it aligns with their career goals and job security.

Companies should emphasise the relevance of reskilling to individual growth and professional development.

By highlighting the personal benefits of reskilling, such as career advancement and increased job security, organisations can motivate employees to embrace new learning opportunities.

5. Collaboration: It Takes a Village

Successful reskilling requires a collective effort in an ecosystem—a village.

Collaboration between companies, educational institutions, and policymakers is essential.

By leveraging external expertise and resources, companies can develop comprehensive reskilling programmes that address the needs of their workforce and the broader industry.

The Generative AI Factor

The acceleration of Generative AI—including models like ChatGPT—adds a new layer of complexity to reskilling efforts.

Here’s why:

1. Skills Evolution: Generative AI impacts job roles across industries. Understanding its implications is crucial for reskilling.

2. Data Literacy: Employees need to grasp AI concepts, data handling, and ethical considerations.

3. AI-Driven Tools: Reskilling programs should include training on AI tools and platforms.

4. Adaptive Learning: AI can personalise learning paths, making reskilling more effective.

According to the Organisation for Economic Co-operation and Development (OECD), automation technologies could eliminate 14% of global jobs and transform another 32% within 15 to 20 years.

The rise of Generative AI has further accelerated this transformation, impacting job markets worldwide.

Implementing Effective Reskilling Programmes

Implementing effective reskilling programmes requires a thoughtful approach.

Here are some practical steps for companies:

1. Skills Assessment:

   – Begin by assessing the current skills of your workforce. Identify gaps and areas that need improvement.

   – Consider using skill matrices, surveys, or performance evaluations to gather data.

2. Strategic Alignment:

   – Align reskilling efforts with your business strategy. Understand which skills are critical for achieving organisational goals.

   – Prioritise skills that directly impact productivity, innovation, and competitiveness.

3. CEO:  Leadership by Example:

Change management for reskilling programmes should start from the top—with the CEO leading by example.

When the CEO actively champions reskilling, it sends a powerful message to the entire organisation.

   – Symbolic Importance: The CEO’s commitment demonstrates that reskilling is not just an HR initiative but a strategic imperative for the company’s future.

   – Cultural Shift: When employees see their CEO participating in reskilling, it fosters a culture of continuous learning and adaptability.

   – Employee Buy-In: Employees are more likely to embrace reskilling when they witness leadership’s genuine commitment.

   – Alignment with Vision: The CEO’s involvement aligns reskilling efforts with the company’s vision and long-term goals.

4. Curriculum Design:

   – Develop a tailored curriculum based on identified skill gaps.

   – Leverage a mix of online courses, workshops, and mentorship programmes.

5. Digital Learning Platforms:

   – Invest in user-friendly learning platforms that offer personalised content.

   – Consider gamified learning experiences to keep employees engaged.

6. Incentives and Recognition:

   – Create incentives for employees to participate in reskilling.

   – Recognise and celebrate achievements—whether through certificates, badges, or internal awards.

7. Cross-Functional Collaboration:

   – Involve different departments and teams. Reskilling is a collective effort.

   – Encourage collaboration between HR, L&D, and business units.

8. Continuous Learning Culture:

   – Foster a culture of continuous learning. Encourage employees to explore new skills beyond their immediate roles.

   – Highlight success stories of employees who have successfully reskilled.

9. Feedback and Iteration:

   – Regularly collect feedback from participants. Adjust the programme based on their input.

   – Monitor progress and adapt as needed.

10. Building a Collaborative Ecosystem:

    – Collaborate with external partners, such as universities, industry associations, and technology partners.

    – Tap into their expertise and resources.

Here’s the key:

Reskilling is not just about survival; it’s about thriving in the AI era now that is here to stay.

Companies that embrace these paradigm shifts will be better equipped to navigate the challenges and seize the opportunities presented by automation and AI.

Remember, reskilling isn’t a one-time event—it’s an ongoing journey.

Recognise the future of work is where humans and AI collaborate seamlessly, creating a workforce that’s adaptable, informed, and ready for whatever lies ahead.