Source: https://scn.in1touch.org/viewEvent.html?productId=6756

Rapid technological change defines our time; hence, reskilling and upskilling have become strategic imperatives for companies trying to remain competitive. It suggests that the transition from the conventional “buy” approach of getting talent to a “build” model reflects the increasing challenge of finding qualified people outside and the quickening rate of skill obsolescence. Hiring is no longer enough for businesses; they have to actively improve their internal staff capacity. Adopting dynamic methods that give ongoing learning inside the flow of work calls for using tools, including digital academies, simulations, and collaborations with non-profits and educational institutions to build adaptable learning environments. Importantly, effective projects understand that reskilling is a total change management problem requiring alignment across company strategy, leadership commitment, and employee involvement, not only a training concern. Building skills is also more disconnected from academic credentials; it stresses possibility and agility above fixed qualifications. Companies that adopt these ideas are better able to build strong, future-ready workforces able to flourish under technological transformation, hence improving both employee happiness and organizational success. 

 

Reference: 

Harvard Business Review Press. (2025). Reskilling and upskilling: Learning for a resilient future. Harvard Business Review Press.