Operating and competing in a period of dramatic social, economic and technological change means companies are facing great upheaval to the way work is done and the skills required to undertake that work. Employees’ success depends on the ability to acquire new skills, fast; and companies’ success depends on the effective deployment of those new skills. The pace and volume of re- and upskilling needed to deliver outcomes for the digitally transformed business are unprecedented.

Traditional strategies towards skill and career management are no longer sufficient – the demand of re- and upskilling is too high to be reasonably coordinated in a top-down manner. TI People believes that organizations instead need to engage their people in self-led development. 

And self-led development at scale will only be successful when people feel empowered to continuously acquire new skills. The best way to achieve this is to put humans at the centre of designing and delivering the L&D experience. 

Prepare for the revolution

Readying organizations for this approach – and the resulting self-led careers and skill development – requires nothing less than a revolutionary shift in mindset and procedure.

Title of the Skills Renaissance whitepaper

Across 2019, TI People worked with Global 2000 companies and our chosen technology adviser, Adepto, to develop a re- and upskilling technology solution for self-led learning.  

Beyond technology solutions, another essential mandate emerged: to close the gaps in companies’ organizational readiness to scope, fund, and adopt new skill management practices (technological or otherwise).

Practice #1

A re- and upskilling strategy must be Experience (EX) led, supported by tactics for critical talent segments/persona representation

There’s no suitable one-size-fits-all approach to employees’ development journeys. If organizations are to make progress at scale, then, they need to prioritize critical talent segments for the business and learn how to design and deliver truly employee-centric development experiences around those segments. To do so, organizations need a human-centric, persona led approach to their work, including a deep understanding of the motivations, fears, and hopes of crucial talent segments. 

Learn how to take a persona-led approach to represent critical talent segments and inform skill management decisions and enhance the learning experience through it.

Practice #2

The right business case; supported by tactics to start small  

Communicating your business case is critical to win buy-in for your plans, whether for your
career development transformation itself or for projects that support that outcome. 

Learn how to identify where you can start small, with a pilot, POC or prototype, that serve as indicative ROI and help you think big, start small and iterate as you scale.


Learn more about Demonstrating Business Value EX.