In a constantly changing labour market, reskilling is becoming a reality for more and more people. Technology, automation and shifting sectors are causing jobs to disappear and new roles to emerge. But reskilling is not the same process for everyone. An employee’s age, stage of life and personal circumstances largely determine what a reskilling programme looks like and what someone needs to successfully embark on a new career path.
In this article, we answer the most frequently asked questions about reskilling, with a particular focus on the differences between younger and older employees. Whether you’re considering a career change yourself or supporting someone else through this process, you’ll find clear answers and practical insights here.
What is reskilling, and when is it necessary?
Reskilling is the process whereby an employee acquires new skills, knowledge or a completely new field of expertise in order to take on a different role or pursue a different career. It differs from further training in that it does not involve deepening one’s knowledge within their current field, but rather a substantial change of direction in their career.
Reskilling becomes relevant in a number of situations. Sometimes a role becomes redundant due to technological developments or organisational changes. Sometimes an employee outgrows their current role and needs a new challenge. And sometimes a reorganisation or a ‘second-track’ programme makes it necessary to choose a different direction. What all these situations have in common is that the employee’s current skills no longer match what the labour market demands, or what the employee themselves wants.
Reskilling can therefore be both reactive and proactive. Those who consciously anticipate changes in their field can use reskilling as a strategic step forward rather than as an emergency measure.
What are the main differences between retraining for young people and older workers?
The main difference between retraining for young people and older workers lies in three factors: the amount of work experience a person brings to the table, the emotional impact of letting go of an existing career, and the learning strategies that best suit their stage of life.
Younger employees, generally up to around 35 years of age, are still in the early stages of their careers. They have less to lose in terms of the sense of identity they have built up around their work and are often more flexible when it comes to embracing new directions. For them, retraining often feels like an adventure or a logical next step.
Older employees, on the other hand, bring with them a wealth of work experience, sector knowledge and professional networks. This wealth of experience is a major advantage, but can also act as a hindrance. Making the transition to something new demands more of them, both practically and mentally. Moreover, the time horizon is different: a 55-year-old weighs things up differently from a 28-year-old when it comes to investing in new training or a new career path.
- Young people: greater flexibility, less reliance on their role-based identity, and quicker adaptation to new learning environments
- Older workers: greater work experience and sector knowledge, a stronger professional identity, a greater need for personal guidance and recognition of the expertise they have built up
Why is retraining often more emotionally challenging for older workers?
Reskilling is more emotionally challenging for older workers because their professional identity has become closely intertwined with their role, sector or organisation. Letting go of years of accumulated expertise, status and routine requires more than simply learning new skills. It requires an inner reorientation.
For someone who has worked in the same sector for twenty years, retraining can sometimes feel like losing a part of oneself. Questions such as “Am I still good enough?” or “Can I still learn this at my age?” are familiar and understandable. This uncertainty is not a weakness, but a natural reaction to a major change.
At the same time, older workers bring a wealth of transferable skills to a new context: communication skills, problem-solving abilities, leadership experience and industry knowledge. Recognising and highlighting these transferable qualities is a crucial part of an effective reskilling programme for this group. Those who learn to trust in what they already have are better placed to learn new skills.
How does a reskilling programme work in practice for younger employees?
For younger employees, a reskilling programme is usually completed more quickly and is more focused on acquiring new technical or subject-specific knowledge. The emphasis is on rapidly developing the relevant skills for a new role or sector.
In practice, a retraining programme for young people often looks like this:
- Self-awareness and setting a direction: What are your own talents, motivations and interests? Which direction suits you best?
- Choice of course: A targeted training programme, course or bootcamp that is tailored to the desired new role
- Gaining practical experience: Work placements, projects or voluntary work to explore the new field
- Building a network: Connecting with people in the new sector
- Application process: Targeted job applications with an updated profile and personal story
Younger employees often benefit from their familiarity with digital learning environments and their willingness to experiment when it comes to reskilling. They are used to a world in which skills change rapidly and are therefore less likely to view reskilling as a threat.
Which approach works best for retraining later in life?
When it comes to reskilling later in life, the most effective approach is one that builds on the employee’s existing strengths. Rather than focusing on what someone still needs to learn, the process begins by identifying what they already have and how that can be of value in a new context.
Specific elements of an effective approach for older workers include:
- Talent identification: Gaining an understanding of transferable skills and strengths through validated methods such as talent assessments
- Realistic career exploration: Which sectors and roles are in line with your experience and personal aspirations?
- Targeted further training: Don’t relearn everything from scratch, but focus on adding the missing link
- Personal guidance: A coach who helps with both the practical and emotional aspects of the transition
- Enable the network: Making deliberate use of existing contacts when seeking out new opportunities
Retraining later in life takes more time and requires more support, but it also yields greater benefits if handled properly. Employees who make a conscious choice to change career direction and receive proper support generally find a suitable role more quickly than those who try to do it on their own.
When is professional career coaching useful when changing careers?
Professional career coaching is useful during a career change when someone is struggling to decide on a direction, finds it difficult to let go of their old situation, or needs a sounding board and structure throughout the process. Coaching is most beneficial when the necessary subject knowledge is in place, but the direction or self-confidence is lacking.
For both younger and older employees, retraining involves more than simply undertaking a course. It requires self-awareness, a clear understanding of who you are and what you want, and the ability to convey that message to potential employers. A career coach can help with all these aspects.
For older employees in particular, coaching also helps them to come to terms with the emotional aspects of the transition. Recognising one’s own worth, letting go of a familiar identity and building confidence in the new direction are processes that benefit from professional support. Sustainable employability for employees After all, it starts with understanding yourself and the opportunities the labour market has to offer.
How Nieuwkans helps with retraining
At Nieuwkans, we support employees through every stage of retraining, from the initial assessment to finding a new, suitable role. We always take a bespoke approach, as no two career paths are the same. Our approach combines personal coaching with scientifically proven methods, such as the BrainsFirst methodology, which we use to identify natural talents and cognitive behavioural preferences.
Here is what we specifically offer in terms of retraining:
- Personal career coaching focused on self-awareness and direction
- Talent assessments that highlight transferable skills
- Support in exploring realistic career opportunities in the labour market
- Support with both the practical and emotional aspects of the transition
- Tailor-made programmes for both younger and older employees
Whether you’re just starting out on a retraining programme or are already in the middle of a career change, we’d be happy to help you. Get in touch and find out what we can do together to help you take your next step.