How to Upskill and Reskill your employees to recover from the pandemic?

A comprehensive training strategy will help all workers achieve their learning outcomes. We addressed and distributed ideas about how an Upskilling and Reskilling program could, with minimal effort, integrate employee learning today. In continuing that conversation, I’d like to take a deeper dive into your existing learning and what to build for the future from a content and experience perspective.

Upskilling vs. Reskilling

Upskilling gives existing workers new skills that can help them succeed and be successful in their work.

Reskilling focuses on teaching current and future talents to workers who do a particular or more specialized work.

Many people think when businesses strive to remain on the floor, it does not seem to be very suitable for upskilling and reskilling employees. But it’s wrong. It is also misunderstood that workers have to do whatever they can during difficult periods by using their own abilities and not considering ways to expand their expertise. This is particularly untrue during the 2020 crisis, as its effect on various sectors and functions was highly unequal.

We have now seen huge improvements to the economy and the demand for more approaches to mobilize the current talent pool through the Covid 19 pandemic. The unprecedented number of furrowed or deposed workers and high unemployment rates is perhaps one of the most drastic effects of the pandemic. However, it is essential to invest in a workforce adaptable to shifts in the economy, as even large companies cannot continue to employ new talents.

Identify a North Star

Organizations that are ideally ready for the evolving workplace are led by what we call a North Star – a major goal that guides employees’ abilities and skills growth decisions. 

For instance, in the United States, Dell has transformed into a cloud-based infrastructure provider, from a conventional hardware business to enable its customers digital transformation. This is the North Star of the company and led Dell to reconsider the organisation’s capabilities. For this reason, Dell has created a new career structure with 23 key competencies and a set of leadership standards.

Current trends are accelerating the need to enhance skills

It is more cost-effective to transfer current workers to new jobs than to hire new ones. 

For example, after Ebola, an enterprise operating in West Africa set a target to speed up its output after the crisis. It executed a large-scale skill strategy that made the return to the physical workplace smoother, introduced new skills and training that boosted performance, and, last but not least, worked to create a more deeply engaged workforce. The company differentiated between vital and non-critical expertise for the return and transferred employees to skills adjacent to it, knowing that its staff lacked versatility. Truck drivers, for example, have learnt how to use the excavator. This strategy has brought the company many advantages.

Establish skills baseline

An inventory of the current competences and capabilities is essential. It lets them consider existing skills, identifies skill differences and takes remedial measures. Plan systematically for new skills that would be required in the future. AI and robotics are two fields where businesses had not received enough consideration, and this was strengthened during this outbreak, when companies that had not acquired these skill sets lagged behind in their attempts to deal with the epidemic’s consequences. At the same time, carefully consider the need to invest in skills which were useful in the past and which might not be valuable in the future. An adequate strategy should also address the potential nature of the workforce and the part played by automation in the replacement of repetitive jobs and redeployment efforts.

Implement a performance enablement solution

Performance enablement technologies empower firms to create robust and adaptable workers through the connection of performance information to a customized learning environment. While strategies to encourage efficiency are not pandemic specific, in the midst of the health and economic crises, the need for staff to recover and increase skills has become increasingly pressing for results.

Time is of the essence

Don’t worry about implementing, testing and tweaking your upskilling program.

The more your workers understand, the better your organization can solve the technological divide and challenges that arise more strongly than ever from the COVID-19 crisis. In previous disasters, we know that organizations need to move rapidly to develop vital employee capacity.

The pandemic with coronavirus exacerbated a trend in dynamics in the working environment that had already begun through automation and ICs, changing markets and changing roles in the laboratory. The leaders should follow a comprehensive reskilling strategy to improve digital knowledge and cognitive, emotional and adaptive skills of employees.

Companies often have a learning curve as administrators learn how to lead their employees in building social capital and maintaining harmony without casual coffee, lunch and chat rooms. While businesses plan to return to the workplace, a new range of skills will also be developed for the move. 

Talentnet, the leading human resources consultant in Vietnam, utilizes state-of-the-art high security technology, deep knowledge of labor law and applicable HR strategies, making them an ideal long-term human resources partner. To obtain more details, please contact us.

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