Reskilling and Upskilling

Play this episode on Spotify

Reskilling and upskilling help people prepare for work that is changing. Teams can make learning more useful when they connect it to real skills, current roles, and opportunities inside the company.

The conversation gives HR and hiring teams a practical way to think about reskilling and upskilling for changing work. It focuses on the decisions people make before, during, and after a hiring process, and on the small habits that shape how candidates and employees experience the company.

Key takeaways

• Upskilling builds deeper capability in a person’s current area of work.
• Reskilling helps someone move toward a different type of work when roles or skills are changing.
• Skills based hiring can widen the talent pool by looking at capability and adaptability.
• Learning needs time, manager support, and a clear reason for employees to invest in it.

Start with the experience people actually have

The episode brings the discussion back to what people see and feel in real situations. A policy, message, or hiring process becomes useful when people can understand it and use it without having to guess what comes next.

Upskilling builds deeper capability in a person’s current area of work. Reskilling helps someone move toward a different type of work when roles or skills are changing. A team can learn a lot by looking closely at the moments where people have to wait, repeat information, or ask the same question more than once.

This is where HR can move from a broad intention to a practical change. Choose one point in the process, ask the people involved what happens there, and write down the gap between the intended experience and the one they describe.

Give managers and recruiters a shared role

The people closest to a process often see different parts of the problem. Recruiters hear candidate questions. Hiring managers see the work the person will do. HR can bring those views together and make sure the team agrees on the purpose of each step.

Skills based hiring can widen the talent pool by looking at capability and adaptability. Before a role opens, or before a new initiative begins, agree on who needs to act, what information they need, and when the team will make a decision. That makes the experience easier to explain to candidates and employees.

For example, a customer support employee who wants to move into operations can build relevant skills through training, a project, and coaching from the operations team.

Use feedback as a prompt for action

Feedback becomes useful when a team can connect it to a decision. People are more likely to keep sharing their experience when they can see that someone listened and explained what will happen next.

Learning needs time, manager support, and a clear reason for employees to invest in it. Start with the issue that has the clearest effect on people’s experience. A smaller change, such as a clearer interview invitation or a better handover between teams, can show people that their feedback has a place in the way work is run.

A practical way to use this episode

Use the ideas from this conversation with one real piece of work. Choose one process, one group of people, and one change the team can review.

1. Pick a point where people are confused, delayed, or unsure who owns the next action.
2. Ask the people involved what they need to know or do at that point.
3. Compare those answers with the process your team expects people to follow.
4. Make one change that removes a clear source of friction.
5. Check back with the people affected and decide whether the change helped.

This approach gives a team a way to test the discussion in day-to-day work. It also creates better questions for the next hiring meeting, manager conversation, or employee feedback review.

Make the next conversation specific

Teams often use broad language when they talk about reskilling and upskilling for changing work. The next conversation becomes more useful when it starts with a recent situation that people can describe clearly. It might be a candidate who stopped replying, a manager who was unclear about a decision, or an employee who found a process harder than it needed to be.

Ask what happened, who needed to act, and what information was missing. Then choose the smallest change that would make that situation easier next time. Give one person responsibility for following through and checking what changed.

After the team makes a change, look for a practical sign that the experience improved:

• People know what happens next without chasing for an answer.
• Managers and recruiters have the information they need before they make a decision.
• Candidates or employees can explain the process in their own words.

Bring one real example to the next meeting

Before your next hiring or people meeting, bring a recent example related to reskilling and upskilling for changing work. Choose something the people in the meeting can see, such as a candidate email, interview feedback, an onboarding question, or an employee request.

Read it together and ask what it tells you about the process. Decide whether someone needs more context, a faster reply, or a different way to complete the work. Record the decision and name the person who will check the result.

Small records help a team learn over time. They show which changes made work clearer and which questions keep returning, so the next discussion starts with evidence from the people involved.

Questions to discuss with your team

What is the difference between reskilling and upskilling?

Upskilling develops a person in their current area. Reskilling prepares them for a different type of work.

Why do managers matter in learning?

Managers can create time to learn, assign relevant work, and discuss how new skills apply to the team.

How does this affect hiring?

Teams can assess the capabilities people have and their capacity to learn, rather than relying only on past titles.

Listen to this podcast on Spotify