Skill development is essential to remain competitive and adapt to market demands. Whether to specialize further or to stay up to date in one’s area of expertise, upskilling has become a top priority over the years.
In this article, we will take stock of these different approaches, analyzing the specific advantages of each, to better understand how they contribute to team progression and the overall performance of the company.
Upskilling involves developing employees' skills and knowledge in their area of specialization. Instead of training for new roles, upskilling aims to deepen existing skills to meet the growing demands of their position.
It is essential to manage employees' skills to strengthen the human capital of your company.
By integrating an adapted human resources development plan, you can develop concrete skills that meet the operational needs of your structure. Anticipating market changes and sector requirements also promotes employee redeployment and enhances their employability.
Note that to ensure employee engagement and buy-in, it is crucial to obtain employee agreement on training choices and to adopt a pedagogy that meets their expectations.
This process includes :
The objective is to enable teams to improve their expertise in their field. For example, in the IT sector, upskilling may include learning new programming languages or acquiring skills in cybersecurity. It is about providing employees with the necessary tools to evolve within their roles, keeping their expertise up to date and aligned with the latest developments.
Upskilling offers benefits for both companies and employees.
Cross-skilling differs from upskilling through its more versatile approach.
Unlike upskilling, which strengthens skills in a specific area, cross-skilling aims to broaden employees' skill sets by training them in complementary skills, often in fields adjacent to their specialty.
For example, a project manager may develop skills in data analysis or communication to enhance collaboration with diverse teams. The advantage of cross-skilling is that it makes employees more adaptable, allowing them to meet a wider range of needs. For employers, cross-skilling helps create more flexible teams capable of supporting each other and addressing needs even in the event of illness, for example.
Reskilling, on the other hand, differs from both upskilling and cross-skilling through its transformative objective. Unlike upskilling, which, as a reminder, aims to deepen existing skills, and cross-skilling, which adds complementary skills, reskilling seeks to train employees for new jobs or different roles.
It occurs in a context of transition where certain functions become obsolete, necessitating employees’ adaptation to new activities.
For example, in a company adopting automation, operators could be trained to become robot maintenance technicians. Reskilling allows for the revaluation of talents and optimizes the redeployment of human resources 🔄 instead of resorting to external recruitment.
This approach benefits employees who develop skills for new opportunities, but once again, it also benefits companies that remain agile while avoiding costs related to recruiting talent that is not always well-trained in new technologies and practices and that will need training anyway.
Implementing an effective upskilling program requires careful planning and a structured approach, especially in the context of change management where employee support is essential.
An effective managerial approach generally starts with a comprehensive assessment followed by an individual skills evaluation to identify each employee's strengths and areas for improvement.
Here are the key steps to design an upskilling program that contributes to successful change :
The first step is to analyze your team’s current skills to identify specific upskilling needs. A skills audit will help pinpoint gaps and development opportunities.
The training program’s objectives should be clear and measurable to enable your teams to upskill. If the goal is to train healthcare administrative teams in using new medical record management software, you should define precise success indicators, such as :
These indicators will measure the effectiveness of the training provided and verify that the investment in this training device is indeed useful before being deployed on a larger scale.
Once the needs are identified and the objectives set, you will need to choose the appropriate training. Engaging a change consultant advisor proves particularly effective for facilitating the rapid and concrete assimilation of new skills. You benefit from tailored support and the expertise of a professional capable of identifying the most suitable pedagogical approaches for your teams.
Moreover, an external consultant often brings a fresh perspective to the company. They will help you identify and overcome resistance to change through proven methods. Support from an expert optimizes the transfer of skills, reducing the time needed to achieve the objectives.
Finally, regular monitoring will allow you to adjust the program if necessary. Integrate feedback into the process to ensure that objectives are met and understood. Monitoring also helps motivate teams, who thus perceive their progress more clearly. 📈
Let’s walk through how Bee'z Consulting helped a private hospital to upskill its middle management and functional teams to reduce intrahospital infections.
This case study illustrates how a targeted upskilling program can align with specific organizational goals—in this case, improving patient safety by fostering a culture of proactive infection control.
Our first step was to take a close look at the hospital's existing infection control protocols, current infection rates, and the skills of the staff involved in these efforts.
To get a true picture, our experts "walked" through real cases and spoke directly with team leaders and frontline staff. This hands-on approach helped us identify specific communication gaps and workflow issues that were contributing to the spread of infections.
We found that, while clinical staff understood hygiene basics, middle managers needed more training to actively reinforce and monitor these protocols. We also uncovered breakdowns in communication between departments, which were causing lapses in infection control measures.
Working closely with hospital leadership, our team set clear, actionable goals for the upskilling and cross-skilling program. Our main objectives were to:
By defining these objectives right from the start, we ensured the program focused on practical actions that would directly reduce intrahospital infections.
This made the training highly relevant and goal-oriented.
Bee'z Consulting implemented a three-phase program, starting with foundational leadership skills, moving to cross-departmental collaboration, and ending with rapid response training.
By focusing on skills like active listening, process improvement, and coordinated action, the program empowered managers to take a proactive role in infection control.
This approach let managers build new skills gradually, reinforcing what they learned at each step and making sure they had the support they needed to create lasting change.
Phase 1: Leadership Foundations
In the first phase, we focused on essential leadership skills.
Managers learned the basics of active listening and constructive feedback—skills that helped them connect with their teams and reinforce infection control practices. This foundation made a real difference, creating stronger, trust-based relationships between managers and staff.
Phase 2: Collaborative Process Improvement
Next, we brought managers together to look closely at infection control processes.
Using proven best practices, they worked as a team to find areas for improvement and re-designed the processes collaboratively.
We also trained them to regularly gather ideas from their teams and hold open discussions about infection control goals.
This phase was all about building a culture of collaboration and continuous improvement.
Phase 3: Rapid Response and Coordination
In the final phase, managers practiced real-life scenarios to build their quick-response skills.
These simulations showed them how to work together across departments to tackle infection outbreaks head-on, making sure they could act swiftly when it mattered most.
By building leadership skills, fostering teamwork, and enhancing rapid-response capabilities, Bee'z Consulting helped transform the hospital’s infection control efforts, creating a safer environment for patients and staff alike.
Managers felt more empowered, teams were more connected, and infection control became a shared priority across the hospital.
This phased approach led to a 30% drop in the hospital's infection rate within a year.
After the training, our experts supported the hospital to set up a simple, effective monitoring system to track progress on infection control.
This allowed managers to receive monthly feedback on how their teams were implementing the updated practices, and infection rates were closely monitored to measure the impact.
This approach kept everyone aligned on the goal of reducing infections and allowed the hospital to quickly address any gaps.
We also helped the hospital establish a system for gathering regular feedback from staff and patients.
By building this feedback loop, managers could continuously learn from frontline experiences and make small adjustments as needed.
This approach turned feedback into a valuable tool for ongoing improvement, reinforcing a culture of accountability and learning.
Within six months, the hospital started to see significant improvements.
Compliance with infection control measures increased, and infection rates began to decline.
By the end of the year, the hospital achieved a 30% reduction in infection rates, surpassing the original goal.
With Bee'z Consulting’s support and coaching, infection control became a core part of the hospital’s culture, empowering managers to lead these efforts with confidence and ensuring safer outcomes for patients.
L’accélération de l’innovation et de l’évolution technologique, d’une part, et les nouvelles aspirations des collaborateurs ou exigences des clients, de l’autre, mènent à des évolutions tant dans le « business model » des entreprises que dans leur gestion à l'interne
Je rencontre souvent des chefs d'entreprise qui veulent lancer des programmes de changement de leur culture de travail
Most business leaders understand that in order to hone innovation in support of business transformation it is necessary to break down silos. For this, organizations should use integrated applications and systems that generate new insights, help identify opportunities for innovation and embed digital business processes and models to enable process optimization.
