What does HR team upskilling and reskilling mean today?

Work never stands still – new tools, shifting markets, and constant innovation keep changing how teams operate. The World Economic Forum estimates that more than half of all employees will need upskilling and reskilling by 2027 just to keep pace. But what do these ideas really mean in practice? And how should HR professionals approach them to make sure people aren’t left behind? Let’s unpack what upskilling is, how it compares to reskilling, and why both are shaping the modern workforce. After all, when was the last time you learned something at work that entirely changed how you did your job?

Teaser

What does upskilling and reskilling really mean today? Why will half of the global workforce need to learn new skills by 2027, and why is HR at the center of this transformation? In this article, we explore the difference between upskilling and reskilling, the global trends and initiatives shaping the future, and how technology and best practices can support teams in everyday learning. A guide to a world where skill development is not an add-on, but the foundation of the future of work.

What does upskilling really mean in practice?

Upskilling is about sharpening the skills you already have so they don’t become outdated. It’s not a career detour – it’s more like upgrading your toolkit while staying in the same field. Imagine a marketer who starts learning data analytics or a graphic designer who explores motion design. Those are perfect examples of what HR teams mean by upskilling employees.

In plain terms, the upskilling definition boils down to helping people grow in their current path. For HR, supporting employee growth isn’t just about productivity – it’s also about loyalty. People who see that their company invests in them are far more likely to stick around.

How is reskilling different from upskilling?

Reskilling takes a different route. Instead of deepening existing abilities, it focuses on teaching employees wholly new skills so they can take on a different type of job. A customer service rep learning software testing, or a warehouse worker retrained to operate robotics, are both examples of reskilling in action.

So, what is the difference between reskilling and upskilling? Think of it like this: upskilling digs deeper into what you already do, while reskilling prepares you for a new path. Both are critical for organizations navigating rapid change.

Why should HR care about upskilling and reskilling?

HR leaders face enormous pressure to close skill gaps. Without planning, companies risk falling behind while competitors invest in talent development. A recent survey showed nearly 80% of CEOs worry about whether their teams have the right capabilities for the future.

From the HR perspective, upskilling and reskilling in HR means setting up flexible learning opportunities, personal development tracks, and ongoing support systems. These efforts prepare employees for what's next and make the company more attractive to potential hires.

How can HR make upskilling part of daily work?

So, how do you turn theory into practice? Here are some practical ways to bring employee upskilling into everyday life:

• Microlearning sessions: bite-sized lessons that can be completed in minutes – perfect for busy schedules.
• Mentorship programs: pairing new hires with veterans to speed up knowledge sharing.
• Certification paths: offering recognized training programs to help staff formalize their skills.
• Hands-on training: giving people the chance to learn by doing, not just sitting in a classroom.

When learning blends into the workday, it feels less like a burden and more like a natural part of the job.

What does effective reskilling look like?

Reskilling usually requires more planning and resources than upskilling, but the payoff is worth it. It starts with identifying roles that may vanish and spotting new roles on the rise. Once that map is clear, HR can match employee potential with upcoming needs.

Strong examples include training administrative teams to work with digital HR tools or preparing factory staff for automation-focused tasks. When reskilling and upskilling are introduced together, companies build a workforce that can pivot quickly when industries shift.

What questions should HR leaders ask themselves?

• To decide where to focus efforts, HR managers can ask themselves:
• Is this position evolving, or is it heading toward redundancy?
• Does the employee need deeper expertise, or an entirely new skill set?
• Does the training align with where the business wants to go long term?

These questions often reveal whether a team needs more upskilling or a full reskilling strategy.

How can technology support upskilling and reskilling?

Modern HR platforms make it easier to plan and track development. Tools like Calamari allow managers to monitor progress, track training, and connect people with the right learning resources. Technology ensures that efforts are not just started but also measured and refined over time.

By linking HR systems with digital learning platforms, organizations can create personalized training paths, spot achievements, and fine-tune programs as needs change.

Reskilling and upskilling: where do we stand today?

What does the global picture tell us? According to reports, 40% of workers’ current skills will be disrupted or significantly changed by 2030 [World Economic Forum, 2023].

That means:

• In a company of 100 employees, almost 60 will need new training.
• Some can be upskilled in their current jobs.
• Others will need to be reskilled for different roles.
• A portion may never receive the training required to remain employable.

63% of employers already see skills gaps as the biggest barrier to transformation [World Economic Forum, 2023].

85% of companies intend to prioritize employee training, and 50% plan to redeploy workers from shrinking to growing roles [World Economic Forum, 2023].

Takeaway: Organizations that ignore the reskilling challenge risk falling behind.

What initiatives exist at the policy level?

European Commission’s Pact for Skills:

• Supported 6 million people since 2020.
• Target: 25 million workers reskilled or upskilled by 2030 [European Commission, 2024].

OECD data: 

• Europe faces 5+ million open vacancies.
• The Reskilling 4 Employment initiative has already retrained tens of thousands into digital and green jobs [OECD, 2023].

Takeaway: Reskilling is not just an HR task – it’s a societal project requiring public-private cooperation.

What about the United States?

• 44% of U.S. workers are open to switching occupations [McKinsey & Company, 2021].
• Nearly 50% cite lack of skills or experience as the main barrier.
• By 2030, 10% of the U.S. workforce will need to transition to completely new jobs [McKinsey & Company, 2021].

Takeaway: Employees are willing to change, but they need structured support to succe

How effective are today’s training programs?

Half-life of skills is now less than 5 years [UpSkill America, 2024].

Yet… Only 12% of leaders rate their training programs as “very effective.” Fewer than 10% of board members have strong confidence in their companies’ ability to upskill at scale [UpSkill America, 2024].

Takeaway: Training must be relevant, measurable, and tied to business strategy — not just offered as a box-ticking exercise.

Where does this leave HR leaders today?

The message is simple: upskilling and reskilling are no longer optional “add-ons.” They are the backbone of workforce strategy. Global data confirms what many HR professionals already feel – without continuous development, both people and organizations will fall behind.

The companies that stand out will be those that connect training directly to evolving business goals, measure progress, and create learning cultures where employees feel supported. That could mean investing in digital academies, aligning with public initiatives like the EU Pact for Skills, or experimenting with microlearning and mentorship programs that bring development into the flow of daily work.

Upskilling sharpens what people already do. Reskilling opens doors to entirely new paths. Together, they prepare organizations for the turbulence ahead. And in a world where the average skill set can expire in just five years, the real question HR leaders must ask is: if not now, when?

How does Calamari fit into this picture?

For HR teams, the challenge isn’t just about offering training – it’s about making development part of everyday work. This is where Calamari comes in. 

By integrating leave management, attendance tracking, performance reviews, and workflows with learning opportunities, Calamari as a core HR tool helps HR leaders keep training visible and measurable. 

Managers can connect employees with tailored resources, monitor participation, and ensure development plans stay on track. Instead of learning being treated as a side project, Calamari makes it a natural part of workforce management – giving HR the data and structure to support both upskilling and reskilling at scale. 

If you’d like to see how it works in practice, start your free Calamari trial today.

FAQ – Upskilling and Reskilling in HR

To wrap up, here are some of the most common questions HR leaders ask about upskilling and reskilling the workforce:

What is upskilling?

Upskilling is the process of developing and strengthening the skills employees already use in their current roles. It’s about staying relevant as jobs evolve – for example, a recruiter learning data-driven hiring strategies or a finance manager mastering AI-based forecasting.

What is reskilling?

Reskilling focuses on teaching employees entirely new skills so they can move into different roles. A warehouse worker trained in robotics or a customer support specialist moving into QA testing are clear examples of reskilling in action.

What is reskilling and upskilling in the matter of HR?

In HR, reskilling and upskilling mean creating structured programs that help employees either grow in their current career paths or transition to new ones. It’s not only about training but also about designing systems, workflows, and support that make continuous learning part of everyday work.

Why upskilling and reskilling is important?

Because work is changing faster than ever. According to global studies, more than half of all employees will need new skills within the next few years. Without upskilling and reskilling the workforce, organizations risk widening skill gaps, losing talent, and falling behind competitors. Investing in employee development boosts loyalty, supports innovation, and keeps businesses agile.

‍