Reskilling plays a central role in strategic workforce planning: it enables organisations to develop existing talent in a targeted manner for roles that align with future business needs. Rather than relying solely on external recruitment, organisations can thus build an agile workforce that adapts in line with the labour market. The questions below will help you understand how to make smart use of reskilling as part of your workforce strategy.
How does reskilling align with future staffing needs?
Reskilling addresses future staffing needs by bridging the gap between the skills employees currently possess and the competencies the organisation will require in the future. By linking reskilling to a clear vision for the future, you ensure that your workforce grows in line with strategic objectives rather than lagging behind.
Strategic workforce planning begins with an analysis of which roles and skills will be required in two to five years’ time. Consider, for example, digitalisation, automation or a shift in the services provided. By fleshing out these future scenarios, a clear picture emerges of which employees can be prepared for new roles with targeted support.
A smart approach combines this future analysis with a talent assessment. Which employees have the aptitude, motivation and learning capacity to progress to other roles? Scientifically based methods, such as identifying cognitive behavioural preferences and natural talents, offer valuable insights in this regard. In this way, reskilling becomes not a gamble, but a targeted investment.
What are the advantages of retraining compared with recruiting externally?
Compared with external recruitment, reskilling has the advantage that it builds on existing knowledge and commitment. Staff are familiar with the organisation, its culture and its work processes. This significantly speeds up their ability to take on a new role and reduces the costs of induction.
In addition, there are further practical benefits:
- Greater engagement: Employees who feel that an organisation is investing in their development are more motivated and loyal.
- Lower recruitment costs: External recruitment involves significant costs, particularly in tight labour markets.
- Faster productivity: An internal candidate who is being retrained is usually fully operational more quickly than an external new recruit.
- Preservation of knowledge: Organisational knowledge and customer relationships are maintained when you allow staff to progress within the organisation.
- Sustainable employability: Employees develop a broader range of skills, which makes them and the organisation more resilient to future changes.
External recruitment is sometimes still necessary, for example when there is a complete lack of specific expertise. However, as a first step, it is always worth exploring whether internal talent can develop further with the right support.
Which roles are most suitable for reskilling?
The roles most suitable for reskilling are those in which the core tasks are changing as a result of technology or organisational developments, but where the employee’s underlying skills remain valuable. Examples include roles in administration, customer service, logistics or operational support.
Specifically, these are indicators that a role is suitable for a reskilling programme:
- The nature of the role is undergoing fundamental change as a result of automation or digitalisation.
- The employee possesses strong transferable skills, such as communication, problem-solving and analytical thinking.
- There is a similar role elsewhere in the organisation for which there is a demand.
- The employee demonstrates motivation and a willingness to learn in a new direction.
As well as individual roles, you also look at broader role groups. For example, staff in customer-facing roles can progress to account management or project coordination. With targeted training, operational staff can move into quality management or process support. The key always lies in matching existing talents with future needs.
How do you measure the success of a reskilling programme?
You measure the success of a reskilling programme by setting clear objectives in advance and then assessing, afterwards, whether the employee is actually performing effectively in their new role. Success is not merely about completing the programme, but about demonstrable employability in the new role and satisfaction on the part of both the employee and the manager.
Useful measurement points include:
- Performance level: Is the employee expected to perform as expected in the new role after an agreed period?
- Employee satisfaction: Does the employee find the new role suitable and motivating?
- Processing time: How soon will the employee be fully operational in their new role?
- Retention: Will the employee remain involved with the organisation after the programme?
- Cost comparison: What are the costs of the process compared with what external recruitment would have cost?
A reskilling programme is tailor-made, so the evaluation also requires a personalised approach. Regular check-ins throughout the programme provide timely insight into what is working and where adjustments are needed.
When is retraining not a suitable solution?
Reskilling is not a suitable solution when the gap between the current and desired role is too wide to bridge within a realistic timeframe, or when the employee lacks motivation. A retraining programme requires commitment from both sides and only works if the employee themselves also wishes to pursue a new career path.
Other situations in which retraining is less suitable:
- The new role requires many years of specialist training, which goes beyond the scope of an in-house programme.
- The organisation needs someone at short notice who is fully operational straight away.
- There is no suitable successor role available within the organisation that matches the employee’s talents.
- The employee has indicated that they would prefer to take a different path, away from their current employer.
In such cases, other forms of career guidance, such as outplacement or career coaching, are valuable alternatives. The key is always for the employee to take a step that suits them, even if that means leaving their current organisation.
How Nieuwkans helps with strategic workforce planning and reskilling
At Nieuwkans, we support organisations and employees in translating strategic workforce planning into concrete, personalised development pathways. Whether it involves reskilling, career guidance or broader development programmes, we always provide bespoke solutions and never rely on off-the-shelf ones.
What we offer:
- Personal coaching programmes focused on career development and new employability
- Scientifically-backed talent analyses using the BrainsFirst methodology to identify natural strengths
- Support for reskilling and internal mobility, with a focus on the individual employee
- Support for employers in developing sustainable HR strategies
- Experience with a wide range of organisations, from large companies to local authorities
Would you like to know how we can support your organisation? Get in touch and we’re happy to help you explore your options. Would you like more information about further development opportunities? Then please take a look at Skillscapers.