AI is reshaping jobs faster than ever, automating tasks across industries – from customer service and data entry to legal and finance roles. By 2030, up to 800 million jobs worldwide could be displaced, with 12 million in the U.S. alone. But there’s a solution: reskilling. Reskilling helps employees adapt by learning new skills, saving companies up to 92% in hiring costs compared to bringing in new talent. But few know how to reskill roles replaced by AI. Here’s why it matters:
- High-risk jobs: Customer service, data entry, trucking, finance, and even white-collar roles like legal and marketing are being automated.
- Reskilling saves money: Hiring a new employee costs up to 4x their salary, while reskilling costs an average of $954 per employee.
- Employees want it: 74% of workers are willing to learn new skills, and 67% say they’d stay longer at a company that invests in their growth.
- Proven success: Companies like AT&T and Siemens have reskilled large portions of their workforce, saving millions and boosting productivity.
This isn’t just about saving jobs – it’s about preparing for an AI-driven future while retaining talent and fostering growth. The question is: Will companies invest in their people or risk losing them?
How to Lead and Reskill in the Age of AI
Jobs Most at Risk from AI Automation
AI is no longer confined to manual labor – it’s now reshaping cognitive roles, too. Unlike earlier waves of automation that primarily targeted physical tasks, AI excels at data analysis, pattern recognition, and repetitive processes. This means its influence stretches far beyond factories and assembly lines.
Goldman Sachs estimates that AI could replace 300 million jobs globally and automate more than 34% of tasks, with these changes happening at a startling pace. For HR professionals, this isn’t just about numbers – it’s about the individuals whose careers are suddenly at risk as their skills lose relevance.
High-Risk Roles and Automation
Jobs most vulnerable to AI tend to involve repetitive, predictable, and rule-based tasks. Customer service is a prime example. By 2025, Gartner predicted that 80% of routine customer service interactions would be handled by AI. Chatbots and virtual assistants are already taking over tasks ranging from answering basic questions to resolving complex issues.
Data entry clerks and transcriptionists are also feeling the impact. Automated systems process information with unmatched speed and accuracy, while speech-to-text tools handle audio files with little need for human input.
In manufacturing, the shift is well underway. Back in 2016, Foxconn, an Apple supplier, replaced 60,000 factory workers with robots at just one facility. These changes weren’t just about saving money – they were about achieving levels of precision and consistency that humans couldn’t match.
The transportation industry is bracing for massive upheaval. According to the International Transport Forum, automated trucks could reduce the need for drivers by 50–70% in the US and Europe by 2030, potentially eliminating up to 4.4 million trucking jobs. For an industry that employs millions, this represents a monumental shift.
Other roles, such as medical secretaries, telemarketers, and cashiers, are also being automated. AI systems are now managing patient records, scheduling, sales calls, and retail transactions with minimal human involvement. While these traditional jobs face immediate threats, white-collar roles are also being reshaped by AI.
White-Collar Jobs Under Threat
AI is not just a challenge for manual labor – it’s a growing concern for white-collar professions, too. Balasubramanian A, vice president and business head at TeamLease Services, highlights this trend:
"Counterintuitively, it (AI) is going to displace more white-collar jobs than blue-collar jobs."
The legal field is a striking example. A 2023 study revealed that 44% of tasks in the legal profession are at risk of automation, making it the second most AI-exposed sector. Tasks like document review, which once required teams of paralegals days or weeks to complete, can now be handled by AI in minutes.
Finance is undergoing similar transformations. By 2030, experts predict that over half of finance tasks could be automated. Functions such as basic accounting, mortgage processing, and routine financial analysis are increasingly performed by AI. A report from Fortune even suggested that many junior roles in banking and law could be eliminated.
Marketing professionals are also feeling the pressure. In an industry survey, 70.6% of marketers said AI could outperform humans in key tasks, and nearly 60% feared their roles could be replaced. AI systems are already analyzing massive datasets to uncover trends faster than any human team could manage.
Entry-level programmers are at risk, too, as AI tools generate basic code. X-ray technicians face AI systems that analyze medical images with greater speed and accuracy. Even proofreaders are watching as AI-powered grammar tools become increasingly sophisticated.
The scale of these changes is staggering. A January 2025 report from McKinsey found that 70% of employees believe generative AI will alter 30% or more of their work. This isn’t a future scenario – it’s happening now, affecting people with real jobs, families, and livelihoods.
These examples highlight why HR teams must take the lead in reskilling efforts. Preserving human expertise in an AI-driven world is no longer optional. The real challenge isn’t whether these changes will continue – they will. The focus must shift to how organizations can help their workforce adapt and thrive in this rapidly evolving landscape.
Why Reskilling Beats Hiring New Talent
When jobs are disrupted by AI, many companies instinctively turn to external hiring, posting job ads and seeking new talent. But this approach often overlooks a smarter, more cost-effective solution: reskilling the employees you already have. For HR teams, reskilling not only strengthens the workforce but also shows commitment to the people who’ve been loyal to the company.
Bringing in new hires with the right skills might seem like the easiest fix, but it comes with steep costs – both financial and hidden. On the other hand, your current employees already know your company’s culture, processes, and values. Often, they’re eager to learn and grow if given the opportunity.
The Financial Edge of Reskilling
The numbers make a strong case for reskilling. Hiring a new employee costs around $4,700, and that figure skyrockets when you include time spent reviewing resumes, conducting interviews, and onboarding. In fact, replacing a single employee can cost up to 3–4 times their annual salary, factoring in recruitment fees, training, and lost productivity.
Reskilling, however, is much more economical. Companies save 70–92% on costs by upskilling current employees instead of hiring new ones. On average, organizations spend about $954 per employee to reskill, which is $3,746 less than hiring a new worker. Over time, this approach can save businesses $20,000 per employee.
Retention is another critical factor. Between 10% and 25% of new hires leave within their first six months, and replacing them costs organizations an average of 9 months’ salary. In contrast, 67% of workers globally say they’d stay in a job that offers reskilling and advancement opportunities.
Beth Steinberg, VP of People and Talent at Chime, summed it up well:
"By extracting the skill sets you need from the person you think might have them, all of a sudden there are many other ways of obtaining the capabilities you need to grow…from a management point of view, these types of options keep your workforce flexible and lean. Also, employee development not only gives you more depth with your existing workforce, but it’s a retention mechanism".
The return on investment is undeniable. Every Euro spent on reskilling yields a 2:1 return. Additionally, companies that prioritize employee development see a 218% higher income per employee. As Scott DeKoster of Korn Ferry puts it: "Retraining can offer businesses long-term cost-savings".
Beyond the financials, reskilling fosters a stronger workplace culture by boosting engagement and loyalty.
Reskilling’s Impact on Workplace Culture
Reskilling doesn’t just save money – it transforms the workplace. Watching colleagues learn and grow sends a powerful message: the company values its people, not just their roles.
The cultural benefits are clear. Employees with access to development opportunities are 15% more engaged, and companies see a 34% higher retention rate. Businesses that invest in training report being 52% more productive, 92% more innovative, and 17% more profitable than competitors. These aren’t just feel-good stats – they reflect real changes in how employees approach their work.
The demand for reskilling is also undeniable. 74% of workers are willing to learn new skills to stay employable. Meanwhile, 71% want to update their skills more frequently, and 80% believe their employers should invest more in training. Meeting this need not only fills skill gaps but also strengthens trust and loyalty.
Reskilling also boosts confidence. 80% of employees say their confidence improved after training. This confidence spills over into teamwork, encouraging innovation and risk-taking that drive results.
Companies like AT&T, Zurich UK, Siemens, and Lexmark offer compelling examples of reskilling in action. Through its Workforce 2020 initiative, AT&T reskilled over 50% of its workforce, transitioning employees into tech-focused roles like cloud computing and cybersecurity. Zurich UK’s learning academies have saved the company £1 million in recruitment and redundancy costs. Siemens’ SiTecSkills Academy, launched in 2022, has achieved nearly a 100% success rate in reskilling programs. Lexmark, facing significant business changes, increased training by 45%, helping employees adapt and contributing to the company’s success.
The psychological benefits of reskilling extend beyond individual employees. 41% of workers say career advancement opportunities are essential for job satisfaction, and 59% of millennials prioritize learning and growth opportunities when job hunting. Offering reskilling addresses these core motivators.
As one expert put it:
"Investing in your team’s professional development is not only beneficial for individual employees, but the organization as a whole. Reskilling workers leads to improved company culture all around by motivating employees and promoting an environment of learning, which ultimately leads to a boosted brand image or reputation from the outside as well".
These cultural shifts create a cycle of growth and improvement. Michael Distefano, CEO of Korn Ferry’s Professional Search and Interim businesses, explains:
"The organizations that have the most people with learning agility win. Those people are exponentially more productive and impactful than the average person".
How to Build a Workforce Reskilling Program
Creating a reskilling program isn’t just about picking the right courses – it’s about identifying your organization’s unique needs and designing paths that truly prepare employees for what’s ahead. With 22% of workers worried their jobs will become obsolete due to AI and 72% of CHROs expecting AI-driven job replacements within three years, the need for action is crystal clear.
On the bright side, 68% of workers are open to retraining to secure their future careers. Employees are eager to learn – they just need a structured framework to succeed. This is where targeted learning paths come into play, addressing the gaps that matter most.
Finding Skills Gaps in Your Organization
The first step in reskilling is figuring out where the gaps are. Start with a detailed skills inventory that matches current employee abilities with the emerging demands of an AI-driven workplace. The World Economic Forum estimates that 60% of workers will need to upskill by 2030, making this process essential for staying competitive.
Review performance data and feedback to identify gaps. Tools like goal-tracking software can spotlight individual strengths and weaknesses, while manager interviews can reveal missing skills that impact team performance.
Don’t underestimate the value of informal learning and life experiences. Many employees have transferable skills that aren’t reflected in their job descriptions. One-on-one meetings can uncover these hidden strengths while also highlighting areas where employees feel unprepared.
Assessing skills should happen at both the individual and organizational levels. While some gaps may affect specific roles, others might indicate larger vulnerabilities that could hold your company back as AI adoption accelerates.
"As the shelf life of professional skills continues to shorten, count on skills gap analyses and continuous employee development to be a regular part of your routine".
Once you’ve mapped out the gaps, you can start building programs tailored to address them.
Creating Custom Learning Programs
Generic training won’t cut it – employees need development opportunities that align with their roles and career goals.
Start by auditing AI-related skills to determine what your workforce truly needs. This includes not just technical know-how but also skills like digital literacy, data interpretation, and the ability to collaborate effectively with AI systems.
Offer diverse learning options to meet different preferences. Some employees thrive in instructor-led training, while others prefer the flexibility of self-paced online modules. For busy professionals, micro-learning – breaking topics into small, manageable lessons – can fit seamlessly into their schedules.
Focus on skills that are critical in an AI-driven world, like data literacy, emotional intelligence, and critical thinking. These abilities help employees work effectively alongside AI tools.
Leverage AI-powered learning platforms to personalize training. These platforms adapt to each employee’s pace and progress, making the experience more engaging and productive.
Some companies are already leading the way. In 2018, Ericsson launched a reskilling program that equipped thousands of employees with AI and automation skills. Verizon started a technology-focused reskilling initiative in 2021, aiming to prepare half a million people for future jobs by 2030.
The key is to make learning feel relevant and immediately useful. When employees see how new skills apply to their daily work, they’re more motivated to participate. In fact, 71% of workers who upskilled reported higher job satisfaction. Beyond classroom settings, hands-on application solidifies these new skills.
Using Real Projects to Reinforce Training
Training alone isn’t enough – employees need opportunities to apply what they’ve learned. The best reskilling programs pair learning with real-world practice through projects, job rotations, and stretch assignments that deliver tangible results.
Integrate training with actual work. Assign employees to projects where they can use their new skills to tackle real challenges. This not only reinforces learning but also creates immediate value for your organization.
Project-based learning is especially effective for developing AI-related skills. For example, employees could work on solving pressing business problems using new AI tools and methodologies. This hands-on approach helps them build confidence while contributing to the company’s success.
Scenario-based learning is another great tool. Create realistic situations where employees must apply their new skills to make decisions, then provide feedback. This method builds both competence and confidence.
Interactive elements like games and simulations keep employees engaged. Virtual reality can simulate complex workplace scenarios, from delivering presentations to practicing safety protocols, offering a safe space to hone new abilities.
Some organizations have found creative ways to blend learning with real work. Schneider Electric developed an "Open Talent Market" platform that helps employees plan their careers, explore opportunities within the company, and grow their skills. Panda Restaurant Group uses mentorship and its "University of Panda" program to help employees earn certifications and advance their careers.
Julian Lute, Senior Manager and Strategic Advisor at Great Place To Work, emphasizes the importance of integrating learning into day-to-day workflows:
"You really have to incorporate it into the workflow. Ascertain what people need and directly deliver to that".
This means reskilling shouldn’t feel like an extra task – it needs to be part of how work gets done. When employees see the immediate value of their new skills, they’re more likely to embrace the learning process.
Encourage live learning through peer collaboration with tools like virtual breakout rooms, live polling, and role-playing exercises. These activities create supportive spaces for employees to practice and grow alongside their colleagues.
Leadership also plays a crucial role. As Julian Lute explains:
"Employee training is most effective when leaders are demonstrative. When communicating new learning programs, talk about it through the lens of company values. For example, ‘We’re doing this in service of our customers and that’s one of our values.’ … Be very clear about what this is supposed to change. Help people understand the impact and why you’re training people".
When leaders actively participate and tie training to the company’s mission, it reinforces the importance of learning and motivates employees to engage fully.
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Creating a Culture That Supports Reskilling
When organizations design reskilling programs, they need more than just a plan – they need a supportive culture to ensure these efforts stick. Employees must feel safe to admit skill gaps, learn, and grow. This is especially critical when only 23% of employees globally are engaged at work, and 43% leave jobs due to a lack of growth opportunities. With AI reshaping job landscapes, creating this environment isn’t optional – it’s essential .
HR plays a pivotal role in shifting this culture. It’s about more than offering training sessions; it’s about reshaping how companies view learning and development. Clear communication about growth and adaptation is key to making reskilling engaging and sustainable.
Getting Leadership Support for Reskilling
Leadership buy-in can make or break reskilling efforts. Organizations are over five times more likely to succeed in transformation when leaders actively model the behaviors they want employees to adopt. Leaders can’t just talk about the importance of learning – they need to show it through their actions.
But there’s a challenge: only 55% of CEOs see their CHRO as a critical part of enterprise strategy, even though 70% say they should be. This disconnect can limit HR’s ability to drive reskilling initiatives. To bridge the gap, HR leaders need to actively participate in business decisions, bringing valuable insights like workforce risks, engagement trends, and succession planning to the table.
Microsoft offers a great example of leadership-driven cultural change. Under CEO Satya Nadella, the company shifted from a "know-it-all" culture to a "learn-it-all" mindset. This focus on continuous learning and collaboration helped Microsoft transition to a cloud-first model, a shift that required widespread adaptation. HR played a key role by introducing leadership development programs and initiatives that aligned with the company’s new values.
Another example comes from the US Marine Corps. Their emphasis on continuous learning removes hierarchies from education. As Gen. D.H. Berger, USMC Commandant, explains:
"Continuous learning is essential because it enables Marines to quickly recognize changing conditions in the battlespace, adapt, and make timely decisions against a thinking enemy."
This approach works because it normalizes learning at all levels, reducing the stigma around acquiring new skills. Leaders who openly embrace growth set the tone for the rest of the organization.
Practical steps to secure leadership support include involving HR early in strategic planning, ensuring HR teams have strong business acumen, and aligning people strategies with organizational goals. Leaders should also share their own learning journeys to inspire employees.
Making Reskilling Feel Like Growth, Not Failure
How reskilling is framed can determine whether employees embrace or resist it. If it’s seen as a response to job insecurity, it can feel like a punishment. But when positioned as a growth opportunity, it sparks engagement and enthusiasm.
A Gartner survey found that addressing employees’ career growth expectations can improve their sense of support by up to 45%. Linking reskilling to career advancement is key to changing how it’s perceived. Employees need to see how new skills lead to better opportunities, not just job retention. Companies with strong learning cultures are also 92% more likely to develop new products and processes, creating more opportunities for everyone.
For instance, Panda Restaurant Group has made learning and development a core part of its identity. Employees often describe the company with words like "growth" and "development", showing how deeply embedded these values are. This consistent messaging helps employees see reskilling as a natural part of their career journey.
Julian Lute from Great Place To Work highlights why this matters:
"Employees view it as a way of support. You’re assisting them in doing their jobs. But if you go one level deeper, you’re also supporting this very human need for growth. When people don’t see themselves growing, you don’t get the best out of them."
To position reskilling as growth, organizations should:
- Show how new skills enhance employees’ value as business needs evolve.
- Emphasize how reskilling opens doors to upward or lateral career moves.
- Frame learning as a way to improve job satisfaction and engagement.
Managers also need to move past "talent hoarding" – the tendency to shield their best employees from new opportunities. Instead, they should encourage team members to explore new roles and projects. This not only helps employees develop new skills but also strengthens relationships across the organization.
The demand for reskilling is clear: 71% of employees want to update their skills more frequently, and 80% believe their employers should invest more in reskilling and upskilling. Companies can meet this demand by offering training during work hours, rewarding employees who pursue growth, and clearly explaining why the training matters.
When employees see reskilling as a pathway to career advancement, they’re far more likely to embrace it.
Measuring the ROI of Reskilling Programs
When it comes to reskilling employees, understanding the return on investment (ROI) is essential. HR teams need to demonstrate that reskilling initiatives are not just expenses but strategic investments that deliver measurable results. Without clear metrics, it’s tough to know if these programs are actually driving change or simply draining resources. For instance, companies with effective training programs often see an average ROI of nearly 300%. Achieving this, however, requires tracking meaningful data and interpreting it correctly.
The challenge lies in identifying what metrics truly matter. When done effectively, measurement becomes a tool not only for showcasing success but also for improving programs and securing leadership buy-in. Below, we explore the key metrics that can help assess the success of reskilling efforts.
Key Metrics for Success
A winning formula combines both quantitative data and qualitative insights. For example, organizations that leverage employee performance data in training programs can increase productivity by 20%. One important metric is time-to-proficiency, which measures how quickly employees can apply their new skills effectively. Ford Motor Company’s upskilling program is a great example – it led to a 30% boost in productivity.
Internal mobility rates are another critical indicator. If employees are moving into new roles or earning promotions after completing training, it signals that the program is creating tangible career opportunities. This also highlights which skills are most valuable within the organization.
Post-training retention rates are equally important. Employees who feel supported in their professional growth are more likely to stay. In fact, 94% of employees say they would remain longer at a company that invests in their career development. Feedback mechanisms also play a big role, improving performance by 56%.
Tracking performance improvements – both immediately and over time – is crucial. Companies that design training programs around actual performance indicators can achieve up to a 60% increase in skill acquisition. This involves monitoring metrics like productivity levels, quality scores, and customer satisfaction ratings before and after reskilling initiatives.
Finally, qualitative tools like employee satisfaction surveys and manager evaluations add depth to the numbers. For example, organizations that actively gather feedback report a 50% increase in satisfaction with their training programs.
To calculate ROI, use the formula: (Net Program Benefits / Program Costs) x 100. This includes tracking cost savings, productivity gains, and retention improvements. A great case study is Booz Allen Hamilton’s collaboration with General Assembly, which reskilled 25,000 employees. The results? A 4% increase in billables for consultants trained in data science, an 11% boost in retention, and a 94% proficiency rating across 1,400 consultants.
"If you can’t measure it, you can’t improve it." – Peter Drucker
Long-Term Impact on Your Organization
The benefits of reskilling go beyond immediate results. Over time, these programs can create ripple effects throughout an organization. Companies with strong learning cultures are 92% more likely to innovate successfully and 56% more likely to retain their workforce.
One way to gauge long-term impact is by measuring workforce agility – how quickly employees adapt to new challenges or technologies. Organizations with effective reskilling programs often build teams that can pivot between roles as business needs evolve, a key advantage in an era where AI is transforming job requirements.
A strong learning culture also drives innovation and revenue growth. Companies with such cultures report 92% more innovation and nearly 30% faster revenue growth. Metrics like patent applications, process improvements, and new project launches can reveal whether reskilled employees are contributing fresh ideas.
Investing in employee development can also improve profitability. Organizations that prioritize training report a 24% higher profit margin compared to those that don’t. Engaged employees tend to be more productive, creative, and willing to go the extra mile.
Reskilling also helps reduce costs associated with turnover. Companies with data-driven training frameworks can cut employee turnover rates by 30%, saving up to $1,800 per employee. Considering that replacing a single employee can cost between half and twice their annual salary, these savings quickly add up.
Long-term benefits may take time, but they are worth tracking. For example, Amazon’s Surge2IT program provides entry-level IT employees with self-paced learning resources. This initiative has led to salary increases of up to $10,000 annually, directly linking training investments to employee advancement.
"With data collection, ‘the sooner the better’ is always the best answer." – Marissa Mayer, Former President of Yahoo!
Conclusion: HR’s Role in Shaping the Future Workforce
The AI revolution is no longer a distant concept – it’s happening now. With 90% of HR leaders anticipating that half their workforce will require reskilling within the next five years, the pressure is on to act decisively. This moment presents HR with a critical opportunity to lead with empathy and purpose during one of the most profound workforce transitions in recent memory.
Empathy is not optional – it’s essential. When job functions disappear, employees face uncertainty about their future and even their sense of self-worth. Research highlights that 76% of employees with empathetic leaders remain engaged, compared to just 32% without. This isn’t about being “nice.” It’s about creating the psychological safety employees need to embrace reskilling rather than resist it.
"Empathy is not a soft skill… It’s a business skill. HR practitioners can’t be effective in their jobs if they don’t know how to be empathetic" – HR Expert, SHRM
Trust also plays a pivotal role in the success of reskilling initiatives. Yet, a significant trust gap exists: over one-third of workers distrust HR, and 39% feel uncomfortable giving honest feedback about their work experiences. During times of major change, this lack of trust can derail even the best-planned initiatives. HR leaders must model vulnerability and authenticity, demonstrating they truly understand the human impact of AI-driven changes.
While empathy and trust are the foundation, strategic alignment is the engine that drives reskilling success. Companies with strong training ecosystems are 52% more productive, 92% more innovative, and 17% more profitable than their peers. This level of impact requires HR to go beyond addressing individual skill gaps. Instead, the focus must shift to building workforce capabilities that align with long-term business goals. This involves close collaboration with leadership to identify the organization’s future direction and ensure reskilling efforts prepare employees for roles that will thrive in an AI-enhanced environment.
The financial case for reskilling is hard to ignore. Upskilling existing employees saves organizations 70-92% compared to hiring new talent. Additionally, 94% of employees say they would stay longer at a company that invests in their career development. Real-world examples show that strategic reskilling not only reduces costs but also drives talent retention.
However, skills transformation alone isn’t enough – cultural transformation is equally critical. HR must help employees view reskilling as an opportunity for growth, not as a sign of failure. This requires transparent communication, ongoing support, and leadership that values learning over perfection. Organizations that foster a learning-centric culture consistently see better outcomes in their reskilling programs.
"You have to care about other people" – Monique Herena, Chief Colleague Experience Officer, American Express
HR’s role in this transformation is clear: they must act as strategic and empathetic partners to build a workforce prepared for the future. Aligning reskilling efforts with business objectives, fostering trust, and championing a culture of learning will be the hallmarks of organizations that successfully navigate the AI transition. The choice is simple: support employees in adapting and growing, or risk losing them to organizations that will. The future workforce isn’t just about acquiring new skills – it’s about rebuilding trust, deepening engagement, and ensuring technology enhances human potential rather than replacing it. Let HR lead the way.
FAQs
How can businesses determine the most important skills their workforce needs to thrive in an AI-driven future?
To figure out which skills will matter most in the future, businesses should begin with a skills gap analysis. This means evaluating what employees can do now and comparing it to the abilities needed for jobs that are evolving. Alongside this, conducting AI impact assessments helps businesses see how automation is changing roles and highlights the skills that will become indispensable.
Another useful approach is building internal mobility frameworks. These systems connect employees with new roles that match their strengths and career goals, helping teams adjust to changes more smoothly. When paired with talent intelligence tools, companies can zero in on skill gaps and design targeted training programs to get their workforce ready for the AI-driven workplace ahead.
How can companies integrate reskilling into employees’ daily routines without causing burnout?
Integrating reskilling into daily workflows calls for smart strategies that blend learning with everyday tasks. One highly effective method is microlearning. This involves breaking training into short, focused sessions that employees can tackle during breaks or quieter moments in their day. It keeps things simple and avoids overwhelming them with too much information at once.
Another approach is weaving learning opportunities directly into regular workflows. Think of options like mentorship programs, collaborative projects, or stretch assignments – these hands-on experiences help employees build new skills while staying engaged with their current roles. By fostering an environment where growth is encouraged and supported, reskilling becomes an exciting chance to advance rather than just another task to juggle.
How can organizations evaluate the success and ROI of their reskilling programs to ensure they deliver real value?
Organizations can assess the success and return on investment (ROI) of their reskilling programs by establishing clear objectives and monitoring metrics that capture both employee and business results. Key performance indicators (KPIs) to watch include employee retention rates, the percentage of workers mastering new skills, and noticeable gains in productivity or efficiency.
When calculating ROI, compare the total costs of the reskilling program – like training expenses and the time employees dedicate – to measurable benefits such as lower turnover, more internal promotions, and improved team performance. Companies that consistently track these metrics often achieve better results, including a workforce that’s more engaged and prepared for future challenges. By using this data to make informed adjustments, organizations can keep their reskilling initiatives effective and aligned with their long-term objectives.
