Research: Reskilling for Sustainable Growth in the Gulf

Organisations will only be able to successfully navigate the complex business environment through building flexibility and responsiveness into their talent approaches. Organisations need to prioritise creating a sustainable talent pipeline to meet future business needs (some of which they may not yet even be aware of). Reskilling will play an integral part in allowing organisations to systemically build and identify future capabilities. 

This report provides practical guidance and support for HR leaders as they develop their reskilling strategies, and considers the full lifecycle of the reskilling process, from setting priorities and objectives right through to evaluating impact. It can be used to support organisations in shaping their strategies for reskilling and outlines key supporting areas for successful reskilling initiatives including strategic workforce planning, job design, a development culture and employee engagement and communication. It also includes:

• A deep-dive on how technology can be an enabler of reskilling, with recommendations and guidance for effectively leveraging technology.
• Key considerations for organisations interested in transitioning to a skills-based model.
• Models, frameworks and practical strategies to help organisations get started and progress on their reskilling journeys, including a Reskilling Model and a Strategic Workforce Planning model.
• Case notes and practical examples of implementation learnings, successes and challenges from a range of organisations, including Dubai Holding, e&, Unilever, bp and Standard Chartered.

The research is authored by CRF’s Gillian Pillans and Jo Nayler. And sponsored by: BTS and The Oxford Group.