By Jonathan H. Westover, PhD
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Abstract: This article proposes a framework for developing an ongoing "Skills Evolution Program" to help organizations continuously upskill their workforce to keep pace with rapid technological change. The framework involves five key elements: 1) understanding employees' current skill levels and perspectives on change through skills surveys and focus groups; 2) building on employees' existing strengths and enabling skills transfers between adjacent fields; 3) co-creating the reskilling vision and program structure with employee input; 4) developing a flexible learning ecosystem with multiple self-paced and facilitated options; and 5) recognizing accomplishments both formal and informal to motivate ongoing learning. Additionally, the article stresses the importance of cultivating a growth mindset across the organization where skills development is seen as an ongoing journey rather than a single program or event. By systematically implementing this holistic, employee-centered approach, organizations can transform their culture into one of continuous learning.
As leaders in our field, guiding talented individuals and high-performing teams, few things are as fulfilling as seeing our people grow and reach their full potential. Yet the pace of change today makes that an ever greater challenge. The skills and knowledge that served us, and our employees, so well in the past risk becoming outdated far more quickly than ever before. How then do we ensure our people - and our organizations - are constantly learning, adapting and evolving to remain ahead of the curve?
Over many years of consulting with organizations across multiple industries, I've seen firsthand the disruption new technologies can cause, but also the opportunity for reinvention they provide. Today we will explore a framework for designing and implementing an ongoing 'Skills Evolution Program' tailored to your unique cultural and operational context. By following this framework and addressing each element systematically, you can help transform your workforce into lifelong learners prepared for whatever the future may bring.
Meet Employees Where They Are
Any meaningful change initiative begins by understanding people's starting point. Before designing new learning programs or processes, leaders must take the time to assess employees' current skillsets and appetite for change (Robinson et al., 2018). This means listening without judgment to understand perceptions of skills gaps, worries about job security, as well as hopes for new opportunities. Conducting anonymous skills surveys and focus groups allows gathering candid feedback to identify both strengths to build on and barriers to address proactively.
Equally important is recognizing that individuals learn and adapt at different paces. Some may enthusiastically embrace reskilling, while others approach new technologies or ways of working with more trepidation. A one-size-fits-all approach risks losing those who need the most support. Instead, segment your workforce to tailor support, resources and timelines accordingly (Krishnan and Doorley, 2017). For example, recent graduates and digital natives likely need less handholding than experienced employees adjusting later in career. Meeting people where they are nurtures buy-in critical to long-term success.
Build on Existing Strengths
While the skills of the future are unknown, foundational strengths remain highly valuable. Rather than a clean slate, view reskilling as an evolution built upon proven competencies. Tap existing expertise to inform new learning pathways and credential opportunities (Carnevale and Gulish, 2018). For instance, a sales professional well-versed in relationship building and emotional intelligence may thrive guiding clients through digital transformations, applying interpersonal skills in a new context.
Likewise, technical skills transfer more readily than assumed. The analytical thinking and problem-solving abilities of engineers readily equip them for roles involving data science, AI implementation or systems integration projects. Focusing initial upskilling efforts on adjacent fields leverages existing muscle memory and avoids unnecessary retraining from scratch. Starting somewhere familiar forges early wins that energize further change. As confidence and flexibility increase over time, more divergent paths become viable. But the journey often begins by first walking, then jogging, before attempting to run.
Involve Employees in Design
Another consistent success factor across industries involves co-creating the reskilling vision and program structure alongside frontline staff (Krishnan, 2020). After all, who knows better than direct reports what jobs entail day-to-day and where emerging technologies intersect operations? Designated 'reskilling champions' from different departments can provide a grassroots perspective to pair with leadership insight.
Cross-functional ideation sessions generate buy-in and ownership as employees influence decisions shape-shifting their roles. Asking those directly impacted what transition support and learning formats work best for their learning styles deepens engagement. Pilot initiatives with volunteer cohorts allows refining based on real-world feedback in a low-risk setting. Ultimately, no one knows an organization like its people. By tapping that intrinsic expertise, reskilling evolves into an inclusive change process versus a top-down mandate.
Develop a Flexible Learning Ecosystem
Once a reskilling vision and goals emerge collaboratively, the next step involves designing a dynamic learning ecosystem to bring that vision to life (Gallagher et al., 2019). A one-size-fits-all approach risks disengaging learners with diverse needs. Instead, cultivate multiple learning pathways incorporating a variety of self-paced and facilitator-led options:
Micro-credentialing allows employees to build skills incrementally through short online courses and self-assessments recognizing discrete achievements.
rotational programs provide hands-on experience through cross-training, special project assignments and temporary roles outside usual scope.
Virtual/augmented reality simulations immerse learners in prototype work environments of the future at their own pace.
Peer learning communities facilitate sharing expertise through discussion boards, study groups and mentorship matching.
Experiential project work applies new skills to solve real business problems, with guidance from subject matter experts.
The key is flexibility - no single approach caters to every learner. Nor should training feel disconnected from day-to-day work. Weave learning directly into workflows and collaborative problem-solving for maximum relevance and retention.
Recognize Successes Big and Small
Progress happens one step at a time. Yet in an environment of constant change, it's easy to lose sight of victories, large and small, along the journey. Formal and informal opportunities for celebration foster ongoing momentum. From certificate ceremonies marking new certifications to team shout-outs highlighting innovative applications of skills, recognition strengthens motivation to keep evolving.
Consider incremental bonus structures acknowledging skill and certification milestones outside standard performance reviews. Rotating 'employee of the month' programs where peers nominate peers demonstrate impact of upskilling on collaborations and culture. Frequent progress check-ins also help surface psychosocial support needs early. For those struggling with transition, additional coaching or mentoring provides needed encouragement during setbacks certain to occur along any learning curve. Viewing reskilling holistically--as an ongoing process rather than single program--ensures continuous nurturing critical to long-term employee development and retention.
Cultivate a Growth Mindset
Ultimately, no framework or amount of resources can instill lifelong learning without cultivating an underlying growth mindset throughout the organization. This means challenging limiting beliefs that skills remain fixed and instead promoting the idea intelligence and abilities can expand through effort over time (Dweck, 2006). Leaders model this mentality through transparent discussions of their own learning journeys, failures and perseverance. Show risk-taking to discover new talents deserves as much praise as playing it safe within comfort zones.
Growth-focused performance discussions shift focus from past accomplishments towards ongoing self-development goals and stretch opportunities. Establish diversity not just of demographics but also of perspectives, especially by embracing outsiders who question status quos. When mistakes become valuable learning experiences rather than things to hide or punish, people freely exchange and build upon each others' ideas. An atmosphere emerges where continuous evolution becomes not a chore, but a collective adventure owned by all.
Nurturing Lifelong Learners
In closing, there can be no destination in skills development—only the perpetual journey of growth, adaptation and renewal. By seriously addressing each element outlined here through collaborative, employee-centered design and tireless encouragement, leaders cultivate an organizational culture of lifelong learning as a shared strength. Failures serve to clarify new directions rather than indict. Progress happens in small steps each day versus giant leaps alone. Most importantly, every member feels ownership and empowerment to shape their career journey, with support available whenever needed.
If guided by this holistic, strengths-based framework tailored authentically to your organization’s unique culture and character, a Skills Evolution Program can help transform both individuals and overall operations. People thrive, adapt nimbly to change and unleash untapped potential along the way. Most of all, your organization emerges better prepared to tackle whatever challenges tomorrow may bring - because each member stands ready and eager to learn. After all, the only constant remains change itself. Together, by embracing constant renewal, your future remains unlimited.
References
Carnevale, A. P., & Gulish, A. (2018). Career pathways: Five ways to connect college and career training. Georgetown University Center on Education and the Workforce. https://1gyhoq479ufd3yna29x7ubjn-wpengine.netdna-ssl.com/wp-content/uploads/CEW-5-Ways.pdf
Dweck, C. S. (2006). Mindset: The new psychology of success. Random House.
Gallagher, S., Palmer, S., Wilson, N., McGill, L., Driscoll, C., Saksida, T., & Kenny, N. (2019). Skills for sustainability: An ecological systems approach to reskilling workforces. Journal of Cleaner Production. https://doi.org/10.1016/j.jclepro.2018.11.218
Krishnan, A. (2020). The 6 Principles for Building a Successful Reskilling Program. LinkedIn. https://www.linkedin.com/pulse/6-principles-building-successful-reskilling-program-krishnan/
Krishnan, A., & Doorley, T. (2017). Designing a reskilling program for the digital age. MIT Sloan Management Review. https://sloanreview.mit.edu/article/designing-a-reskilling-program-for-the-digital-age/
Robinson, S. L., Scapens, R. W., Theobald, M., & Gould, S. (2018). Reskilling the workforce for Industry 4.0: A call for research. International Journal of Operations & Production Management. https://doi.org/10.1108/IJOPM-08-2017-0443
Jonathan H. Westover, PhD is Chief Academic & Learning Officer (HCI Academy); Chair/Professor, Organizational Leadership (UVU); OD Consultant (Human Capital Innovations). Read Jonathan Westover's executive profile here.
Suggested Citation: Westover, J. H. (2024). Designing a Skills Evolution Program: A Framework for Success. Human Capital Leadership Review, 12(1). doi.org/10.70175/hclreview.2020.12.2.6
