How can you make upskilling a key part of your company culture?

Making upskilling a key part of the company culture involves creating an environment that values continuous learning, encourages skill development, and provides resources for employees to enhance their capabilities. It should fall in the priorities of leadership, when leaders prioritize learning, it sets a positive example. Communicate the importance of upskilling to employees. Implement structured learning and development programs that cover a range of skills relevant to employees' roles and company. Offer Variety of learning formats, workshops, online courses, mentorship programs, conferences, and on-the-job training. Conduct regular skill assessments to identify gaps and measure progress and recognize employees who actively up/reskill

Hardwire it in to manager goals. If we leave upskilling, growth & professional development to the People/HR teams only, we miss a big trick. I've yet to see those teams alone drive culture change across organizations. But when we set a clear expectation of all managers to take ownership of their people's learning & development, that's when it happens. Why? Because most of our learning is 'on the job' in those day to day moments of experiential learning. Upskilling managers to guide their people to identify & maximize their on-the-job learning (while dovetailing with formal development plans & performance reviews) is the key compliment to broader People/HR initiatives. Which often starts with upskilling managers in how to upskill.

Muchos creen que el capacitar resuelve temas como mala operación de equipos, fuerza de ventas y/o cobranzas etc, lo cual no necesariamente es cierto, antes de decidir capacitar es necesario conocer a fondo la problemática, por ejemplo en una fabrica, existía problemas en el desbaste de las piezas ocasionando en los operarios en los ojos, se les capacitó repetidas veces y el problema continuaba, hasta que se decidió, analizar el proceso y se dieron cuenta que los lentes protectores obligaban a los operarios a retirarselos por falta de visibilidad en un punto de desbaste y eso ocasionaba a veces problemas en los ojos. Este ejemplo demuestra que antes de capacitar, es mejor analizar el proceso donde probablemente la solución no se capacitar.

To integrate upskilling into a company culture, particularly in the context of HR management and career development, it is crucial to assess skill gaps, establish clear learning objectives, and create a comprehensive training plan. Encouraging continuous learning, recognizing and rewarding progress, providing accessible resources, and offering flexibility are essential elements. Leading by example, fostering a learning community, and measuring progress are also vital. Adaptation to changing needs and consistent communication of the value of upskilling are key to ensuring a culture of continuous learning and growth.

Setting up short term goals is way more important in this aspect . Goals which are realistic and achievable through hard work and perseverance. Goals for the team as well for individuals are needed.

From my own experience, There could be a mix of all mentioned based on competencies and kind of functions, blended methods could be adopted, let’s assume that an operational function could be relying on VR that comes after structured class room theoretical classes full modules of technical expertise….. afterwards comes mentorship role…. Other functions need apprenticeship programmes….. Not only theoretically, operationally, but also human interaction guidance& support…..however AI could be the issue lately that dictates lots of innovation and flexibility.

Simply make them a part of employee's KRA and contribute to courses that will help them upskill. This will help in individual growth and organization growth as well

Tener en claro las diferentes maneras de aprender y conectarse con el aprendizaje de los colaboradores ayudará a proponer diferentes opciones. Veamos algunos estilos de aprendizaje: -Aprendizaje activo (adaptadores o “hacedores”) Experimentadores. Sin resistencias al cambio ni miedo a los retos. -Aprendizaje reflexivo (divergentes) Observadores. -Aprendizaje teórico (conceptualizadores) Interesado en el “por qué” de las cosas. Téoricos. -Aprendizaje pragmático (convergentes) Buscan el “para qué” de las cosas. Prácticos.

To up-skill talent , it is of utmost importance to incorporate new , effective and tailor made learning programmes . Learning modules which are efficient in bringing change and create a rewarding atmosphere is of highest priority.

Fomentar una cultura de mejora continua en la empresa es crucial. Proporcionar opciones de aprendizaje diversas y flexibles, adaptadas a los diferentes estilos de comportamiento, asegura un desarrollo integral y personalizado. Considerando el modelo DISC de estilos de comportamiento, personalizar la formación es esencial. Para los Dominantes (D), enfoquémonos en métodos prácticos y desafiantes. Los Influyentes (I) podrían beneficiarse de entornos sociales y actividades grupales. Los Estables (S) preferirán un ritmo constante y aprendizaje colaborativo, mientras que los Cautelosos (C) se destacarán con contenido detallado, especializado y estructurado. Adaptar la formación a estas preferencias garantiza un aprendizaje más efectivo.

I think if theres a way that you can recognise learning by giving an opportunity to put it into practice it can really help cement the learning as well as encourage others to follow. If folk are getting new opportunities due to development rather than being the loudest or boldest voice it really sends a clear message as to the types of behaviour that will allow you to progress in the organisation. i.e. - giving a secondment to someone to lead a team who has been putting the time in to learn and understand how to lead

To motivate LAUTEC's team in upskilling: 1. Feedback and Recognition: Regularly provide feedback; celebrate learning milestones. 2. Tangible Rewards: Issue certificates, badges, or credits for achievements. 3. Career Advancement: Link learning to career growth opportunities. 4. Compensation Incentives: Consider raises or bonuses for skill development. 5. Share Successes: Highlight and share success stories and best practices company-wide. Foster a supportive environment that values trust, collaboration, and innovation through recognition and rewards.

This specific point depends where is employment from Maslow hierarchical need….. There’s no one size fit all approach. Some aim financial benefit, others want more learning that build up their unicorn I want to OK name name but knowledge…… Those are on top of self actualisation seek more than all mentioned.

Recognising learning achievements is important and it needs to be done in a way that will encourage continuous learning and improvement e.g. not every employee will value a badge or certificate for every course they may attend. An area to consider recognising is not necessarily the achievement of gaining the new insight, knowledge or skill but the successful transference of this knowledge into the workplace e.g. rewarding an example where they have used the newly gained insights to better their work and impact.

Since we don’t want this to be external motivation only, learning can also be rewarded by getting a chance for a new project for example, or lead a knowledge transfer session and receive exposure.

Curiosity is too often described as a mindset. On some level it is, but what if you're not just naturally curious about something? That's why I think our language about curiosity needs to change. Instead of language that positions curiosity as something someone IS, we should use language that targets something someone DOES. Curiosity in action is about intentional behaviors. These intentional behaviors, when practiced, position curiosity as a skill that can be developed across an organization.

Creating margin and organizational structure for failure can help one experiment grow and accelerate not only the growth of the organization, but the growth of the individual as well.

Encouraging talents to explore and implement newer ideas are the food for thought in today’s GenZ . Thus creating an environment to nurture fresh thoughts and supporting them with right leadership is a cherry on the cake .

Desde mi opinión, salir de la zona de confort, tomar riesgos y aprender de los fracasos, te hace crecer, lo importante es saberlos llevar y no frustrarte con eso, siempre mirarlo como un objetivo para alcanzar la meta, si ese objetivo no resulta, entonces tendrás que buscar por el camino largo otro objetivo que te permita llegar.!

Organizations can’t thrive without an ever-evolving work culture. Norms need to be challenged for the better. Revisiting work practices to eliminate redundancy is the key behind a major change. If employees fail to see things in a different light, they’re struggling with a mindset that isn’t open to new ideas. Coming up with a different perspective needs to be normalized. In the process, people would realize the benefits of upskilling and eventually it would become part of the company culture.

Leading by example means showing, not just telling. When leaders live out their values, work hard, and commit, it inspires trust and respect. This creates a positive team culture, where everyone is motivated to follow the leader's lead. It's about actions speaking louder than words, building a strong team, and making the workplace a positive and successful space.

The best career-advancement advice I ever received was this: make it clear to your boss(es) and to your employees that you are always working yourself out of a job by training people on your team to be ready to take over for you. This is a powerful example of upskilling for your employees since they can see that it directly involves them.

Walk the talk. You can′t encourage others what you didn′t assimilate for yourself. In order to be listened, you need to listen first. In order to encourage others to change, you need to change. In order to lead others, you need to practice self-leadership.

Leading by example in upskilling is vital for fostering a continuous learning culture. Leaders can join in learning by: Executive Engagement: Executives can participate in upskilling activities by openly discussing their learning during meetings to set a strong example. Managerial Involvement: Managers can attend workshops and discuss newly acquired skills to show their value at all levels. Openness about Challenges: Discussing hurdles faced during learning journeys normalizes the process and helps others navigate similar obstacles. Resource Allocation: When leaders allocate budget and time for upskilling, it emphasizes its importance within the company.

Totally agree how important it is to lead by example. As P&C professionals it is so important to walk the talk. Personally I always ensure I attend regular training and always encourage my team to do the same. It not only normalises it but demonstrates that if staff don’t do it then they may sit in the minority

The best way to encourage upskilling is by ensuring the work your team does is challenging. This might mean projects or stretch assignments where people need to develop new technical and/or interpersonal skills, perhaps as part of a cross-functional team. Initiatives also provide opportunities think and work differently in pursuit of an improvement goal. To level up the benefit, have your people learn not just via formal training but also through working with others, perhaps in a paired engineering or programming structure. When they're ready, have them share their knowledge by acting as a peer coach. Then, make sure to recognize these efforts so folks know they're appreciated. Simple and effective!

You can lead the horse to the water, but you can’t make him drink. Similarly, a person could be offered all the support, access to learning materials, be in an environment where failing is allowed as part of learning and more….the person still needs to want it and be open to learn. Can we help light that fire?

To weave upskilling into your company's DNA, align personal quests with business goals. Offer bite-sized learning pathways and flexible options, celebrating every step. Foster knowledge sharing and lead by example with active learning leaders. Invest in resources, measure progress, and make learning fun. By connecting upskilling to your purpose, you'll unleash your workforce's full potential and fuel future growth.

It's important to link the upskilling goals to specific applications that advance organizational priorities. This not only encourages individuals to pursue the learnings but also reinforces it through application. Otherwise the learning remains best intention and likely not to yield tangible benefit for the individual or the organization.

Internal and external promotion of success cases is essential for success of these programs. Once someone sees it can be done they will feel more motivated to try it themselves.