Reskillingis defined as “the process of learning new skills so that you can do different jobs”. This simple but direct characterisation has resulted in many enterprises placing heavy emphasis on retraining. Upon closer examination and evaluation of the results, we find that well-intentioned efforts are not delivering our implied expectations.
To better understand the reskilling endeavour will require a critical examination of the who, why and how. A fresh understanding will help individuals and enterprises create constructive outcomes that avoid wasted motions that give a false sense of delivered obligation.
The Preface
Reskilling endeavours must consider the audience. Individuals will enter the reskilling pipeline from a variety of different means, including:
Before vesting effort, a careful evaluation is undertaken to assess the skill and aptitude of the individual along with the basis of their rational motives. This is important in order to increase the success potential of subsequent invested efforts in providing appropriate reskilling. In cases involving new hires, exacting requirement criteria must be established that give insight into individual characteristics and motives. Even when the candidate has had a direct topical experience we cannot rely on it being appropriate for our exacting needs. Careful and in-depth scrutiny is necessary in ALL cases.
Reskilling Process
Understanding is driven by the conditions by which reskilling services are provided. Prior to the pandemic, enterprise motives were driven by strategic initiatives. These were abruptly slowed as a result of environmental conditions in which cohabitated cohesion switched to remote interchange. This, along with customer change dynamics, created a new reskilling need that addressed operational transformation. Reskilling then changes focus from new “jobs” to a new way of doing “present jobs”.
Subsequent reshaping of enterprises has put in the forefront reskilling as a remedial measure for those furloughed (earlier bullet point 1/The Preface section). In these situations, it is expected that the same due diligence is exercised regardless of whether they will be internally utilised or suffer the unfortunate dismal.
“It’s never wrong to do the right thing” – Mark Twain
The notion of reskilling for many is the delivery of explicit training that imparts knowledge. It is expected, somewhat incorrectly, that this will result in suitable aptitude to perform in the new role. We see that this mindset does not fulfil this expectation and will require implicit knowledge transfer as well. It is this practical element that brings context to the concepts that are conveyed from formal explicit training.
The introduction of implicit training offers a checkpoint for people to assess their interests and aptitude. Up to this juncture, the reskilling journey has been based on speculation. This now gives us an appreciation for the right choices, and interests and forms confidence for future professional success.
Days After
The pre-pandemic reskilling endeavours to resolve present-day shortcomings in information technology (IR3.0) and undertake formative measures to capitalise on cohesive intellectual advances exhibited by industrial revolution 4.0 (IR4.0) technologies.
A closer examination of the roles to support both reveals that roles remained relatively static. What changed was in the area of discipline understanding. We still see existing the roles of:
Software Engineers
Product/Project Managers
Business Analyst
Hardware/Machine Engineers
Design/Graphics
This means a foundation can be relied upon (assuming that it is soundly and appropriately established) and can then accept formal and informal reskilling on a rapid basis. It will also permit feedback for making adjustments to practices that require adjustment.
For these roles, a much greater amount of attention will be needed because of the lack of known certainty from the science. In a recent dialogue exchange on LinkedIn, the matter of data analytics was discussed. The interchange didn’t focus on the science of statistics but on the more human element of integrity portrayal and summarised utilisation. What was concluded is that behind any pragmatic discipline, one has to spend care and intention on the human aspects of science.
When All Else Fails
The dynamics of success for reskilling involves asking serious questions about results. As the saying goes, the truth will set you free (unless you are guilty. – Keith Ablow) provides a source for keeping reskilling efforts alive and productive. If change is the result of shortcomings that this is healthy quality control. If change is the result of external circumstances, and there are many, this is reflecting the reaction time in sustaining relevancy.
It is, however, not all about the enterprise reskilling effort. It also concerns the mindset of individuals involved. Reskilling may be thought of as some singular and discrete event but it can also be one engaged on a parallel timeline, adding demands to an existing workload, including personal life obligations. This means the care of the human is an integral part of reskilling. There are emotional uncertainties that require efficient/effective counselling and coaching. Encourage in moderation, guide with experience, explore the unknown and never allow solo swimming to occur once engaged in reskilling.
Necessity or Obligation
Nothing should be expected and everything should be done to retain invaluable employees (human capital suggests this importance). It is with this mindset that enterprises must consider as a necessity and one that strives to retain capital investment. Reskilling should be viewed as a holistic process and not just a retraining event.
The topic of reskilling came about as a result of the change. At the same time, we came to realise that disruptive change has compelled reskilling to be adaptive and responsive. It should not be viewed as perfect or ideal but with that, we must seek strong positive outcomes.
Skilling should not be viewed as a top priority but simply a mandate supporting priorities. These priorities may be to correct present circumstances or explore/implore emerging strategic directions. Whatever the case, the commitment is founded on the value it provides.
About the Author
Jerry Durant is Chairman and Founder of The Clarity Group Global an established advisory consultancy committed to technological and organisational advancement. Clarity Group also is engaged in various progressive ventures involving challenged enterprises recovery, intelligent philanthropic investments and greenfield research.
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