Suitable Employees for Upskilling and Reskilling
Upskilling and Reskilling your employees has become an inevitable process of engaging your employees. They must develop skills to keep up with the constantly changing industry standards.
It also promotes employee retention and helps in the growth of the employee. Based on the needs of your business and the understanding of your employee’s skill gaps. Promoting the development of your employees also has many other benefits, such as making your company employee-centric. This improves the employer branding standard of your company.
Upskilling and Reskilling your employees has a lot of benefits. After a skill gap analysis and building a candidate profile that is easy to comprehend, coming up with a strategy that works for you and your employees is crucial. But, How do you choose the employees to train the new skills? Identifying the employees in your organisation who would be a good fit for upskilling and reskilling is something that you should be able to do. There are some traits in employees that work well for the development process.
A self-starter can take the initiative by themselves without nudging and guidance from someone else. They are productive and contribute a lot towards the growth of the organisation.
Such employees would be the ones to volunteer themselves for an upskilling and reskilling program. They would bring themselves to learn more skills and improve themselves.
Self-starters already desire to work on new initiatives and work towards them. Motivating such employees to learn a new skill should be a simple task. Once you have pointed them towards the skills required to make their work more manageable, and if they find value in it. They would get into the development program and complete it with minor to no guidance.
Good Time Managers
Acquiring a new skill takes a considerable amount of time. Mastering the same skill takes even more time. The employee you choose to train should be good at managing their time if the skill the employee is set to acquire is something new. They would need to focus more and spend more time with their training.
The day-to-day responsibilities should not be affected in learning a new skill. It is ideal if the skilling process goes simultaneously with their daily duties. The employee need not be a complete master of handling multiple tasks. They need to be able to compartmentalise their responsibilities and set the job based on priorities so they do not collide with each other.
In the digital era, automation is at its all-time highest. Having to do the manual work when there is software that can handle the same thing with better precision and efficiency within a short period is not productive.
Specific roles may require the employees to get acquainted with software and tech to make their tasks easier. These systems and software can come with a steep learning curve. Staying motivated throughout the whole learning process might be difficult for some employees because learning the technical aspects of the software might be too much to handle.
The situation is completely different with someone tech-savvy. Employees may quickly grasp the software’s functionality and can get around with it a lot faster. Even in queries and help, tech-savvy employees can try finding ways to resolve them by themselves. It is preferable to have someone tech-savvy to handle a skill that requires the employee to learn new software.
Employees Focused on Development
Development of the employee is an employee lifecycle step that directly affects employee retention. Employees care more about their paycheck. An employee may love to be a part of an organisation that helps their professional growth. An employee might not be a self-starter but may love to be a part of the training that contributes to their development.
Such employees could be interested in developing a skill that would help them and the company. They would stay motivated to learn something new to advance their career. Employees looking to succeed in their careers and learn something new to expand their opportunities are suitable for upskilling and reskilling.
The employees in your organisation may possess one or more of these traits that make them ideal for upskilling and reskilling. In such scenarios, it is essential to give them the choice of joining the training pipeline. As part of the company’s regulations, the uninterested employees who undergo the training can soon develop an aversion to learning new skills. This can hurt the employee’s experience.
On the other side, the employee might not possess any of the traits mentioned above and would still like to check if they are suitable for upskilling and reskilling. Give those employees a chance to test it out for themselves and determine whether they are ideal for the training. While the employees with the traits mentioned above are suitable, do not restrict yourself to those employees.
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