Overcoming resistance

Opinion

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This article was published 17/02/2024 (597 days ago), so information in it may no longer be current.

Quiet quitting, workcation, big data, value add… the working world adores making up new terms, especially to create a trend for something that has always existed.

One word attracting the attention of senior management right now is upskilling. This is a fancy way of describing a system to regularly train existing employees for changes they are about to see in their jobs.

I have heard this term used to describe any type of training, from showing employees settings on the new printer to attending conferences that showcase the latest innovations.

In an era marked by rapid technological advancements, increased automation and evolving job requirements, the reality is the skills needed to thrive in the workplace are continuously evolving.

Employees need continuous training if they aspire to remain competitive in the modern workforce.

This shift can be met with skepticism and apprehension, however, particularly among those who are comfortable with the status quo. An employee’s willingness to pursue training is often hindered by a couple of formidable obstacles: resistance to change and a lack of understanding one’s job is actually evolving.

This resistance necessitates a proactive approach to learning and development, so individuals adapt to new technologies and acquire additional competencies to remain relevant in their roles.

By promoting a mindset of agility and embracing the benefits of lifelong learning, organizations can empower their workforce to navigate the uncertainties of the future and seize opportunities for growth and innovation.

Fear of unknown

One of the primary reasons for resistance to upskilling is a fear of the unknown.

Employees may feel overwhelmed by the prospect of learning new skills or technologies, especially if they perceive themselves as lacking the necessary aptitude or experience. Additionally, there may be concerns about job security if individuals worry their current roles will become obsolete or redundant as a result of technological advancements.

Moreover, there may be a reluctance to acknowledge the need for training — particularly among long-tenured employees who have grown accustomed to their roles and processes. These individuals may cling to familiar ways of working and view upskilling as an unnecessary disruption, rather than a valuable investment in their future employability.

Lack of awareness

Another aspect that contributes to resistance to change within the workforce is the pervasive lack of awareness about the dynamic nature of one’s job. Employees may not recognize the subtle — yet profound — transformations taking place around them, leading to complacency or resistance to adapt.

This absence of understanding or acknowledgment often prevails in industries where the rapid pace of technological advancement might not be readily evident or immediately tangible. Within these sectors, employees may find themselves ensconced in familiar routines, potentially shielded from the disruptive forces of innovation reshaping their industries.

Consequently, they might overlook, downplay or denounce significant shifts within their roles and within the broader professional landscape.

This inertia can exacerbate the challenges already being posed by technological disruption, as individuals continue using outdated methods and approaches instead of embracing change.

Widening skills gap

Often, there is a failure to acknowledge the widening skills gap between current competencies and the demands of future roles. As job requirements evolve, employees risk falling behind — unaware of the new skill sets and capabilities necessary for continued relevance and success in their careers.

Employers risk falling behind, too, so addressing this lack of awareness is paramount for organizations to stay competitive in today’s rapidly evolving landscape. It requires efforts to foster a culture of continuous learning and adaptability and equip employees with the skills needed to thrive.

Multifaceted approach

Addressing resistance to upskilling requires a multifaceted approach that encompasses both individual and organizational strategies.

To overcome fears, employers must prioritize open communication and transparency and give employees clear information about the reasons for upskilling initiatives — including the potential benefits for their careers.

Training programs should be designed to accommodate individuals at all skill levels and offer support and guidance to those who may feel overwhelmed or uncertain.

Collaboration is also key. Soliciting feedback directly from employees about their experiences, challenges and aspirations can offer invaluable insights into the skills and knowledge gaps within the organization.

Additionally, involving employees in the design and planning of training programs fosters a sense of ownership and investment in their professional development journey.

By aligning training initiatives with both company-wide objectives and individual career aspirations, organizations can create tailored and impactful learning experiences that resonate with employees.

Culture of learning

Finally, organizations must foster a culture of continuous learning — where upskilling is not viewed as a one-time event, but as an ongoing process integral to personal and professional development. This can be achieved through the implementation of learning pathways, mentorship programs and opportunities for hands-on experience with new technologies.

At the individual level, employees must cultivate a growth mindset and embrace the idea learning new skills is essential for career advancement and personal growth.

By taking ownership of their own development and seeking out opportunities for upskilling, individuals can position themselves as valuable assets within their organizations and adapt to the changing demands of the workforce.

Employers would do well to reward employees that champion a growth mindset.

While upskilling holds tremendous potential to close the training gap and ensure workforce readiness in an era of rapid change, it is not without its challenges. Resistance to change and a lack of belief one’s job is evolving can present significant barriers to successful upskilling initiatives.

By creating a culture of continuous learning and development, engaging employees in the training design, providing support and guidance to employees and promoting a growth mindset, organizations can overcome these obstacles and empower their workforce to thrive in an ever-changing broader business landscape.

Tory McNally, CPHR, B.Sc., vice-president, HR Consulting is a human resource professional, radio personality, speaker, and problem solver. She can be reached at tory@legacybowes.com