As employers ask their teams to perform at higher levels, they have to consider whether they’re giving their employees the tools and skills to meet those expectations.
That question was at the center of TeamKC’s latest roundtable, hosted by SkillPath, where Kansas City employers shared ideas for making upskilling, reskilling and career development a meaningful part of recruitment and retention strategies.
Here are a few key takeaways from the conversation.
Make the Case for Skills Development
Upskilling and reskilling are about more than filling today’s talent gaps. Focusing on skills can help employers think differently about where talent comes from, whether that means developing current employees or hiring candidates with transferable skills.
A skills-first mentality can help teams get ahead of changing demands by identifying the skills their teams will need and building development opportunities around them. This is particularly important for soft skills, which give employees a stronger foundation as they take on new responsibilities. For talent acquisition and HR teams, that creates an opportunity to think beyond hiring for the skills needed today and build a workforce that can evolve with the organization.
Make Growth More Accessible
Training only works when organizations make it a priority. Leaders need to clearly communicate what they expect employees to take away and create opportunities to apply new skills. Otherwise, development can quickly become a box to check rather than an investment in the employee.
Professional development doesn’t have to mean an all-day training session. Employers are discussing shorter formats, including monthly seminars, webinars and even daily learning tips that make it easier for busy employees to continue building skills. That same mindset can apply to emerging tools and technologies. As AI continues to evolve, it’s important for organizations to help employees identify reputable tools and how to use them meaningfully.
Help Employees See Their Future
If employees can’t see a path forward within their organization, they may look elsewhere for their next opportunity. Career pathing can change that by giving them a clearer picture of their future, based on their own skills and interests. The teams that do this best leverage collaboration between learning & development and talent acquisition to match current employees with future opportunities.
That starts with honest conversations about future goals and opportunities. Employers can give employees ownership in creating their path, then work alongside them to identify the experiences and skills needed to get there. Development shouldn’t only begin once someone gets a promotion. Career-pathing tools, tuition assistance and opportunities to explore other roles can all help employees envision a future within the organization.
Develop to Retain Talent
Ultimately, it all comes back to one simple idea: build from within. Developing employees isn’t just about helping them perform better today. It’s about creating opportunities for them to grow and build a career without having to leave the organization for their next step.
For Kansas City employers, that work can have an impact beyond individual organizations. When companies invest in developing the talent already here, they strengthen the region’s workforce and create more opportunities for people to build their future in the Kansas City region.
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