# Upskilling: training instead of replacement!

- URL: https://hr-passionista.com/en/upskilling-develop-rather-than-replace/
- Published: 2026-01-28
- Updated: 2026-01-28
- Author: Marion Eppinger (HR-Passionista)
- Categories: strategic HR, talent management, learning & develpment

> Develop rather than replace: how upskilling builds skills, secures talent and supports sustainable workforce transformation.

### **How to get the most out of your employees through upskilling.**

As a self-confessed „HR Passionista **upskilling is** a topic that **has been on** my **mind** for a **long time**. Why? **Demographic change**, the ever**\-declining birth rate** and the **shortage of skilled workers** on the market influence my work with companies on a daily basis.

Now the situation has been exacerbated by the arrival of the Coronavirus pandemic: **processes** need **to be digitised** much **faster than predicted**. As I mentioned in another [**article**](https://hr-passionista.com/?p=587)**,** according to **the World Economic Forum predicts,** approximately one **third of the skills currently in demand** will be **replaced by automation and digitisation.** This means that **certain jobs will no longer exist in the future**, **which sounds bleak** – but is it really that bad?

It sounds **dramatic** at **first glance**, but I disagree. **Jobs that are disappearing will be replaced by new positions that do not yet exist.** In short, the person who currently operates a production machine may be replaced by a robot – but someone will still b needed to operate and maintain it. As **a company**, you could simply **dismiss** the production worker. Alternatively, you **could start thinking today** about **retraining and further educating** your existing **staff** in case this scenario occur.

### This is where the topic of upskilling comes into play. But what does that actually mean?

Upskilling means **acquiring** new **new and relevant skills** that are needed today and in the future. Examples of this would be learning **digital and/or analytical skills**. Digitalisation is already underway, so these skills are urgently needed now. In a world of information overload, AI is already being programmed to sort data and analyse the most relevant information. However, this must be programmed by humans.

Another **important aspect** will be learning to deal with change. **Change management**, also known as „organisational transformation“, **will be needed more than ever.**

#### How can upskilling contribute to this?

It helps companies **develop their existing employees** ensuring that the so-called **„skill gap“** does not wide further. *(The skill gap is the difference between employees‘ current knowledge and the skills they will require in the future)*. **The key** is recognising **what you will need and want from your employees** in the future. **What can they already do and what more do they need to learn?**

#### How can this gap be closed?

The first and most obvious step is to conduct **an analysis** – a so-called **„training/skills gap analysis“**. *In short: what skills do I currently have and which ones am I missing?*

I then use this information to build my **learning and development programmes**, **adapt content and methods**, **and evaluate** whether I am on the right track. Developing complex programmes like this is, of course, expensive, and not every company has such a large budget.

For those waiting for **an insider tip**: *an analysis can also be carried out using an Excel spreadsheet with the help of an expert.*

Once the analysis is complete, it’s time to **implement the findings.**

What are **some simple ways** to **upskill my workforce**? Here are **five recommendations** that **can be implemented** even on a small budget and have a big impact.

### **1\. Job rotation**

##### A tangible example: sales & marketing

*A sales manager is aiming for a management position. Analysis has revealed a gap in marketing skills (e.g. preparation of marketing materials for customer appointments). A marketing manager realises that sales pitches are not their strong point and that they are not always able to „sell“ their ideas effectively. Swapping two positions could lead to the development of the missing skills.*

The purpose of job rotation is to **expand** one’s **knowledge of other areas of the company**. Employees tend to move to other positions **at the same level** to broaden their **experience**. In most cases, this is only **short-term** with employees **returning to their original job.** In my experience, it is also frequently used by HR departments. Here, HR professionals can gain a better insight into the company enabling them to fulfil their role as business partners more effectively.

### **2\. Job enlargement**

**As an employee**, **I take on a task or project** to **broaden** my **horizons.** To achieve further **development**, it is important **to take on responsibility** in a completely **new area.**

*I have had very positive experience of this. For example I  took on the project management of the office renovation, even though it was not actually part of my responsibilities as an HR manager. I gained knowledge of project management, understanding office environments and infrastructure, and I still benefit from this today.*

### **3\. Peer coaching**

This involves **learning from a colleague**. You are assigned a „peer“ (someone at the same level but with a different skill set). You can **approach** this person directly **with questions, observe their working methods** and **learn from them**.

*For example: a colleague might support a new employee during their onboarding by answering questions such as who needs to talk to whom so that decisions can be made, where relevant information can be found etc. The aim here is to overcome everyday working challenges with the help of colleagues‘ practical experience.*

### **4\. Working Out Loud (WOL) Circles**

WOL is very **similar to peer coaching**, but **more formal** and **goal-focuesed.** For **12 weeks,** you meet with at least four group members and, with the help of **predefined instructions**, also known as „guides“, **you work together to achieve your goal.** This may sound **very time-consuming** at first, *but one hour per week is not much in relation to an entire working week.*

The **added value** of WOL lies in the **mutual exchange** of ideas and **input from external parties** on a given topic, which fosters **innovation**. On the other hand, you learn how to **build and expand** your **network** and understand the importance of contacts for **achieving** your **goal.**

WOL circles can be held either **publicly** or **within a company**.

*Bosch has already demonstrated the success of this approach, using targeted internal WOL circles to support innovation in digital transformation, for example. Further* information *is available* [here](https://workingoutloud.com/de/fur-dich).

> ## My personal experience:
>
> I tried it myself and worked intensively on one topic for 12 weeks. I collaborated with colleagues from outside my usual contacts. This broadened my horizons considerably and I learnt a lot about the topics of the other group members. Ultimately, I benefited from this too. Everyone made progress with their topics and greatly appreciated the joint meetings – a win-win situation for everyone.
>
> HR PASSIONISTA [TIP](https://twitter.com/intent/tweet?text=%3Ch2+role%3D%22textbox%22+spellcheck%3D%22true%22+data-inline-parent-cid%3D%2213%22+data-disable-return%3D%22true%22+data-disable-extra-spaces%3D%22true%22+data-encoding%3D%22true%22+data-toolbar%3D%22false%22+data-param%3D%22title%22+data-medium-editor-element%3D%22true%22+aria-multiline%3D%22true%22+data-medium-editor-editor-index%3D%2224%22+data-placeholder%3D%22Your+Content+Goes+Here%22+data-medium-focused%3D%22true%22+style%3D%22color%3A+rgb%2843%2C+21%2C+51%29%3B+font-family%3A+Merriweather%2C+sans-serif%3B+font-weight%3A+400%3B+font-size%3A+27.2px%3B+text-transform%3A+uppercase%3B+white-space-collapse%3A+collapse%3B%22%3EMy+personal+experience%3A%3C%2Fh2%3EI+tried+it+myself+and+worked+intensively+on+one+topic+for+12+weeks.+I+collaborated+with+colleagues+from+outside+my+usual+contacts.+This+broadened+my+horizons+considerably+and+I+learnt+a+lot+about+the+topics+of+the+other+group+members.+Ultimately%2C+I+benefited+from+this+too.+Everyone+made+progress+with+their+topics+and+greatly+appreciated+the+joint+meetings+%E2%80%93+a+win-win+situation+for+everyone.%0A+%E2%80%94+HR+PASSIONISTA&url=https%3A%2F%2Fhr-passionista.com%2Fen%2Fupskilling-develop-rather-than-replace%2F)

### **5\. Mentoring**

**An experienced employee shares their knowledge and skills with** less experienced colleagues. The aim is to **provide support** and enable **further development through knowledge transfer**, bypassing formal processes and knowledge databases. The roles of **mentor and mentee, as well as the** **desired outcomes,** should be clarified in advance. Otherwise, it tends to be an **informal process**. Meetings are held regularly, **with to focus on personal exchange and learning.**

*This approach is often used to promote young managers (so-called high potentials). Senior leaders take the time to pass on their expertise and support their mentees in their further development.*

*Mentoring is also often used at another level to pair less experienced employees with more experienced ones. This involves intergenerational learning, with the „older“ generation learning from the „younger“ generation and vice versa.*

##### **Don’t have the necessary expertise in-house? Buy it in!**

**If** the company **lacks the necessary knowledge**, **buying it** is the only option to enable further development. **External experts train** my team. This **brings about the** necessary long-term development **with a view to sustainability.**

#### The **advantages of all upskilling methods** are obvious:

-   different personalities come together and new horizons are opened up
-   getting to know other perspectives and attitudes
-   team-building
-   Promotion of exchange and communication
-   Positive personnel development
-   A „culture of knowledge“ emerges

The most important thing is **to find a method** that **fits** the **corporate culture**, **the people involved and the defined goal**. Some methods are more complex than others, but good **things take time.** As bestselling author Paulo Coelho once said:

### *„Only those who have the courage to walk the path will discover the way.“*