By Jenna McCoy
November 18, 2021
7 min read
November 18, 2021
7 min read
Even before the COVID-19 pandemic hit, the nature of the workplace was changing. A study from the World Economic Forum in 2020 estimated that approximately 85 million jobs could be displaced by increasing automation. The pandemic didn’t change this number—it simply accelerated the change.
However, the same study also noted that there is potential for nearly 97 million new jobs to arise based on the changing integration between humans and technology.1
In order to take advantage of these new positions, workers will need upskilling and reskilling to close any gaps between their current skills base and the skills that will be necessary for new positions.
To help you understand the potential value of reskilling and upskilling for your team, we've explored the following topics and questions:
Reskilling, on the other hand, focuses more on developing a new skill set that will help them succeed in a new role, most likely for another team or department. The workplace is dynamic, and that evolution has led to an increased need for digitally fluent talent. For some teams this change has created roles that we’ve never seen before, and the need for talent to fill them is high. Sometimes finding individuals with competencies that are complementary to those roles could prove beneficial. Along the lines of hiring music majors and then training them in cybersecurity because they are in tune with pattern recognition.
With a reskilling and upskilling approach, you can leverage an existing team member’s familiarity with the company while providing them with the tools they need to fill a new role.
With this range of program resources at your fingertips, designing effective upskilling and reskilling programs that link talent to strategy are possible for every team. If you’re ready to begin, connect with a member of our team to see how we might help.
Senior Manager of Sales Enablement, DeVryWorks
Jenna McCoy provides strategic leadership over the DeVryWorks commercial partnership process, upskilling of the DeVryWorks strategic account management team and supports sales technology innovation. In addition, she leads development of the customer buying journey by collaborating with product, marketing, sales and service to evolve the corporate partnership process based on partner needs.