In „Future Shock”, American futurist Alvin Toffler predicted that „the illiterate of the future will not be those who cannot read, but those who cannot learn, unlearn and relearn”. That future is now.
In an era of increasing automation and emerging technologies, continuous development is key – not only in terms of hard skills, but also soft ones. Processes of upskilling and reskilling are becoming increasingly important, enabling organisations to respond flexibly to change. Investing in people is investing in the future, as their potential remains the most valuable asset for most companies. Organisations that support employee growth gain more than just innovation – they become magnets for top talent and strengthen their competitive edge.
Is your organisation ready for this kind of change?
Is a culture of learning truly embedded in your organisation?
Do you know which skills are critical for your organisation and which ones are missing?
If not, we encourage you to read further.
The future of work in the age of AI and automation
Technological transformation, artificial intelligence and automation are reshaping the world of work at an unprecedented pace. In 2018, the McKinsey Global Institute, in its report Skill Shift: Automation and the Future of the Workforce (1), identified 25 skills in demand on the job market, grouped into the following categories: manual and physical, basic and higher cognitive, social and emotional, and technological.
Without a doubt, the demand for technology-related roles continues to grow and this trend is unlikely to change in the long term. AI specialists, data analysts, robotics engineers and digital transformation managers are just some examples of professions that will become increasingly sought after. Companies are looking for innovative solutions to optimise processes and drive innovation, making these roles critical to the future of the economy.
At the same time, demand for social and emotional skills, such as leadership and people management, has been steadily rising for several years. While the need for higher-level cognitive skills is expected to grow moderately, there will be a sharp increase in demand for specific soft skills – especially creativity, interpretation and complex information processing.
Meanwhile, some skill categories are expected to decline in relevance. Basic cognitive skills, such as data entry and processing, as well as physical and manual tasks like general equipment handling, are increasingly being replaced by AI and robotics.
As a result, we are witnessing the phasing out of traditional roles – especially those that are repetitive and easily automated. The World Economic Forum also forecasts in its latest Future of Jobs report (2) that 44% of current workplace skills will require transformation or updating by 2030.
Nearly one in three companies is concerned that a lack of necessary skills to implement automation could negatively impact future financial performance. As a result, they will need to make significant organisational changes and adapt to challenges to remain competitive.
As tasks and roles continue to evolve, it becomes essential to redefine job structures and increase workplace flexibility. Market data shows that organisations are already beginning to implement changes, placing greater emphasis on continuous learning and shifting towards more multifunctional, team-oriented work environments.
Key soft skills of the future
It is important to emphasise that developing a range of technical skills is no longer enough. The modern job market demands a balance between hard and soft skills. This importance is highlighted in both previously mentioned reports, which point to human–technology interaction as a critical area for the future of work.
Within the category of cognitive skills, creative thinking and analytical abilities are especially difficult to replace with AI. Innovative use of data, designing business models, or creating new solutions all require human flexibility and out-of-the-box thinking. These skills are particularly relevant in creative industries, marketing, and product development.
In the age of automation, the ability to understand and manage emotions – both one’s own and those of others, as well as empathy and active listening will become valuable assets. High emotional intelligence proves essential in relationship-based professions such as sales, leadership, and care work. It is also critical in all environments based on individual or team collaboration. Well-developed social skills also enable effective cooperation in hybrid human–AI teams.
The pace of technological and market change calls for continuous improvement in adaptability, agility and resilience. Motivation and self-awareness are the key future skills linked to a strong sense of self-efficacy.
Finally, especially in the context of this discussion, the willingness to learn new skills and maintain curiosity is fundamental to thriving in the dynamic professional environment of the future. It’s important to note that these competencies are no longer a matter of personal development choice, they are essential for maintaining one’s position in the world of work.
Leaders and HR teams will also need to undergo transformation and, in many cases, change their mindset. Nearly 20 percent of companies report that their management teams lack the knowledge required to lead the implementation of automation and AI.
There is also a shortage of key soft skills, leadership capabilities, and competencies related to managing new, distributed teams. These gaps are reflected in reduced employee satisfaction, lower productivity, and higher staff turnover.
It’s reassuring to know that these deeply human abilities are exactly what give people an advantage over AI and for a long time to come, they will prevent the human factor from being eliminated from the workplace. These are abilities that are difficult to replace with artificial intelligence because they are rooted in uniquely human qualities such as empathy, intuition, active listening, and creative problem-solving.
Such competencies provide a significant advantage in the labour market, especially in fields requiring a high level of innovation, interpersonal relationship building, and rapid adaptation to technological change. Experts emphasise that future success will depend on the ability to effectively combine these human strengths with modern technologies – which in turn calls for a thoughtful approach to education and professional development.
How can organisations and employees navigate the future of work?
The demand for highly skilled talent in an increasingly competitive market goes beyond what traditional education and training tools, as we know them, can offer. This is where well-designed upskilling and reskilling programmes, tailored to the needs of both organisations and individual employees, can make the biggest difference.
Reskilling is the process of retraining employees in new skills or specialisations that allow them to take on different roles or responsibilities within a company. It is an investment that helps retain engaged and valuable employees when their current roles are no longer needed.
Upskilling, on the other hand, focuses on improving and expanding existing skill sets so that employees can perform their current roles more effectively and adapt to new demands and technologies within the same career path. It is centred on growth within an existing role, building depth and adaptability.
Let us start by looking at workplace development trends highlighted in the Future of Jobs report, as well as in the Randstad Workmonitor 2025 (3) and Talent Trends 2025 (4) reports. Findings from Workmonitor 2025 show that talent is highly aware of the changes taking place in the economy and has clear expectations towards potential employers.
72% of respondents say that training and other development opportunities are important for their current or future career prospects. Moreover, 44% would not accept a job that does not offer opportunities to develop future skills – particularly those related to technology and artificial intelligence.
Employees still expect their employers to actively support their professional ambitions and development. More than two-thirds of Workmonitor respondents believe that responsibility for training and upskilling should lie with the employer.
This sends a clear signal that organisations need to invest in developing their people, otherwise, they risk losing talent or seeing a drop in employee satisfaction.
According to the Future of Work report, as many as 86% of organisations fully agree with these employee expectations and are planning to allocate part of their budget to training initiatives. This naturally raises the question – is this investment worthwhile, and what is its actual value? The answer depends on the level of support required, the number of employees involved, and the time needed for new skills to be applied in day-to-day work.
For large companies in particular, these costs can indeed be significant. To assess the return on investment, it is worth turning to data and comparing the cost of training with the costs of redundancies, recruitment and onboarding of new talent. In a broader perspective, one must also consider the cost of losing competitiveness in the market.
At the same time, 58% of HR professionals report that despite a genuine willingness to act, there is a lack of organisational knowledge required to achieve the desired outcomes. This is a highly significant insight. Despite the increasing availability of modern technologies, many organisations still struggle to implement effective training programmes on a larger scale.
Traditional learning tools, although full of dynamic and engaging features, often lack the interoperability and scalability needed for effective integration across teams and locations, particularly in globally operating companies. Moreover, organisations frequently design technology packages without aligning them with the evolving needs of both the business and its people.
Let us be clear: the word “smart” is essential when talking about training and development programmes. As in any area, achieving the desired outcome requires first gaining a thorough understanding of one’s needs, goals, expectations and available resources – both financial and human.
How can upskilling and reskilling be implemented effectively?
Change management is a comprehensive process aimed at helping organisations adapt to changing market, technological, organisational or cultural conditions.
Changes may affect many areas of operation – such as strategy adjustments, mergers, restructurings, digital transformation, business model shifts or the introduction of a learning culture.
A typical change management process consists of three key stages: preparation, implementation and reinforcement of change.
- During the preparation phase, the current situation is assessed, goals are defined, and employees are informed and engaged.
- During implementation, the change plan is carried out, progress is monitored, and employees receive support throughout the adaptation.
- Reinforcing the change involves evaluating outcomes, refining strategy, and embedding a new organisational culture, ensuring long-term success.
Successfully introducing upskilling and reskilling programmes is more than a one-off initiative. It is a process that should be approached as a multi-phase change management project in order to achieve lasting impact. The key to success lies in viewing such initiatives holistically and addressing all three stages with equal attention.
Drawing on the experience of EDISONDA’s experts, both in small businesses and large corporations, we have identified the key elements that determine success when implementing internal training programmes.
1. Understand your starting point
Without a thorough analysis of the current situation and the needs of both the business and its employees, even the largest budgets and best intentions won’t deliver the desired results. To take two steps forward, you must first take one step back.
A critical first step is to map out current skills and identify those that will be needed in the future. Competency audits and HR analytics tools can support this. It is equally important to review existing resources and previous training initiatives, it may be more effective to improve what’s already in place rather than start from scratch.
Next comes employee research and data analysis. Conversations with leadership (such as business requirements workshops) and representatives from various departments (via quantitative and qualitative studies or focus groups) help clarify expectations. One frequent outcome of these audits is the discovery of underutilised training resources, for example, internal knowledge repositories that few people even remember exist. If no one is using them, ordering more training and manuals won’t change much. Instead, focus on delivering knowledge in accessible, engaging formats and explore how to encourage employees to actually use what’s available.
Effective change management also requires the right team. Creating a cross-functional project group allows for diverse perspectives and more creative problem-solving. Clear, transparent internal communication is essential too, it not only explains the need for change, but also shows each employee the benefits it can bring. After all, change brings challenges, but also real opportunities for growth.
2. Nurture and sustain a hunger for learning
A learning-oriented culture is the foundation of a modern organisation. But how do you create an environment where development truly thrives? The key lies in taking action at three levels: organisational, team and individual.
- At the organisational level, it is crucial to build structures and systems that actively support learning, they are the backbone of a learning culture.
- At the team level, the focus should be on strengthening social learning. Engaged teams grow faster and collaborate more effectively.
- At the individual level, it’s important to encourage behaviours such as self-directed learning, taking on challenges and stepping outside comfort zone.
Nothing motivates like a good example, that’s why it’s worth appointing ambassadors from different levels of the organisation. These individuals, being closest to the teams, can play a key role in encouraging participation in training and development. However, to be effective, ambassadors need the right tools: simple guides on how to answer common questions, and how to inspire and engage others through their own attitude and communication.
3. Embrace innovative tools and learning methods
To scale development programmes effectively, companies are increasingly turning to modern, hybrid solutions. Combining digital learning with offline experiences and using microlearning techniques helps overcome common barriers, such as lack of time or a “business first” mindset.
AI and automation undoubtedly play a key role here, not only in generating content, but more importantly in its personalisation. Tailoring learning to the specific needs and goals of employees is now critical to programme success.
Mentoring programmes are becoming increasingly important, as nothing can replace a personalised approach. Mentors share their experience and practical insights, often missing from group training sessions. With AI-powered learning platforms, it’s now easier to match mentors with mentees based on skills and goals. In our experience, the most effective results come from combining micro-theory with practice. This model not only reinforces knowledge but also enables immediate application. Employees learn as they go, which helps overcome the ,,business first” barrier.
4. Measure the impact of learning initiatives
Traditional training evaluation methods often focus on theory, the number of completed courses or e-learnings. But that’s no longer enough. A modern L&D approach emphasises the practical application of knowledge – ideally in the context of daily tasks, supported by immediate and meaningful feedback.
In today’s business environment, where ROI matters, the success of development programmes is measured by their impact on key performance indicators: productivity, retention, customer satisfaction and sales growth. Competency tests, 360 reviews and structured feedback all play a role in this. It’s a real opportunity for L&D and HR teams to demonstrate the value of their work and prove their strategic contribution to business goals. And line managers? They’re more likely to support learning initiatives when they see direct impact on results. This approach benefits both people and business.
5. Sustain the change
Early wins from a training programme are worth celebrating but long-term success depends on something more: consistently sustaining the change. This requires regular performance reviews, progress tracking and data analysis to continually adjust strategy and stay on course.
Sustaining change also means nurturing an organisational culture that embraces growth, where new knowledge is applied in everyday work and contributes to business value. It’s the mindset and behaviours shaped by this culture that lay the foundation for long-term success.
Change doesn’t end with the first signs of progress, it’s a long-term journey that takes commitment and consistency. But it’s this ongoing effort that makes the real difference.
6. Ask for expert support
Don’t have experienced L&D professionals, project managers or business consultants on your team – people who can connect HR expertise with strategic goals? No problem. Consider partnering with organisations specialising in business consulting and change management within the context of digital transformation and the digital workplace.
Such a team will not only carry out an in-depth diagnosis, but also design a comprehensive and practical development programme tailored to the needs of different teams.
What’s more, they will help address individual employee needs, support the implementation process and ensure the change is sustained. Professional support means saving time and resources and significantly increasing the chances of real success.
The benefits of reskilling and upskilling programmes
According to the ManpowerGroup 2023 Global Talent Shortage report (5), as many as 71% of organisations worldwide are investing in upskilling and reskilling initiatives. This is a clear signal: companies that recognise shifts in the labour market and respond proactively understand the value of developing their employees’ capabilities. By supporting continuous learning and fostering a growth-oriented culture, they build stronger teams.
On the other hand, neglecting to invest in people is a risky move. It can lead to a loss of market position and an inability to keep up with new trends. So the question is: what are the real benefits of well-designed and effectively implemented training programmes?
Benefits for employees
- Greater job security through building a position as an expert or manager with future-ready skills.
- Opportunities for development in promising industries and areas, increasing mobility and competitiveness on the job market.
- Reduced anxiety about automation and AI by gaining the skills needed to work with emerging technologies.
Benefits for organisations
- Improved productivity and efficiency, leading to more profitable teams and projects and ultimately, increased revenue.
- More agile product and service portfolios, aligned with shifting market expectations, strengthening competitiveness and business growth.
- Stronger employer branding, aligned with the expectations of both current employees and potential candidates making it easier to attract and retain top talent.
- Lower staff turnover and recruitment costs, by better utilising the potential of internal teams.
The future belongs to those who can adapt and evolve. In an era of rapid technological advancement, including AI, the ability to learn and respond flexibly to new challenges is a key advantage. It’s the combination of hard and soft skills that helps employees thrive in change and allows businesses to stay competitive and responsive.
Adaptation and development are now the formula for success in a working world that demands speed, agility and courage. Organisations that recognise the value of their people won’t just make better use of technology, they’ll be best positioned to respond to global trends, ensure stable growth and build lasting strength in the market. Human capital remains the most important asset. It’s people with the right skills who drive real change.
Upskilling and reskilling are not just a temporary response to market transformation – they are the foundation of a long-term, sustainable strategy.
However, successfully implementing development programmes is much more than a plan on paper. It is a change management process that requires leadership commitment, thoughtful planning and strategic action.
The future belongs to the bold – those who invest in people and growth, building organisations ready for any challenge.
