Focus more on employee upskilling and reskilling
By Arnold Ochieng, January 10, 2024The dynamic nature of the Kenyan job market has led to a significant shift in the demand for skills, driven by advancements in technology, globalisation, and changing work practices.
Human Resources (HR) professionals must lead the charge to bring about a paradigm shift in workforce training that prioritises upskilling and reskilling in organisational strategies as we approach the dawn of a new era.
Rapid technological advancement has led to the obsolescence of some skills and the emergence of new, specialised competencies. The changing nature of work and career paths in this dynamic environment necessitates a workforce that is adaptable and flexible. This presents both a challenge and an opportunity for HR to not only identify the changing ground in the skills landscape but also to strategically and proactively navigate these changes.
Gaining a thorough understanding of the necessary skills is the first step in this journey. HR specialists need to be aware of the cutting-edge abilities that are in great demand across all industries.
This calls for cooperation with academic institutions, active participation in industry trends, and close attention to international best practices. The foundation of efficient workforce training is the capacity to recognise the competencies that will propel future success.
Equipped with knowledge of the competencies that will shape the future, HR can then start developing a comprehensive training plan. Organisational learning and development must incorporate both reskilling—learning completely new skills—and upskilling—improving already acquired skills. This is not a one-time initiative but a continuous journey that aligns with the fluidity of the job market.
Technology is a key factor in the transformation of the skills landscape and facilitates the implementation of scalable learning initiatives. Employees can now learn at their own pace with the help of interactive learning platforms, virtual classrooms, and online courses. By democratising learning access through the use of these technologies, HR can guarantee that all workers, regardless of position or location, have the chance to advance their skills.
HR has to promote a culture of lifelong learning within the company in addition to formal training programmes. This entails fostering an attitude that prioritises ongoing professional and personal development. By praising and acknowledging staff members who actively participate in upskilling and reskilling initiatives, HR can support this cultural shift and start a fruitful cycle of learning and development.
Recognising that the skills landscape extends beyond the organisational boundaries, HR should actively seek collaborations with external partners. This includes partnerships with educational institutions, industry associations, and even other companies. Such collaborations can bring fresh perspectives, diverse skill sets, and innovative approaches to workforce training.
As we navigate the future of workforce training in the country, HR professionals stand at the vanguard of this transformative journey. By understanding the skills imperative, crafting a holistic training strategy, leveraging technology, fostering a culture of lifelong learning, and collaborating with external partners, HR can lead the charge in ensuring that the workforce is not only equipped for the challenges of today but primed for the opportunities of tomorrow.
In this era of rapid change, the true measure of organisational success lies in the adaptability and agility of its workforce. HR’s role in shaping this narrative is pivotal, and by embracing the future of workforce training, we can collectively build a resilient and empowered workforce ready to thrive in the dynamic landscape that lies ahead.
— The writer is the General Manager of Workforce Africa