Lucy Harrington
Associate Director - Management Consulting
Beyond upskilling: the human side of workforce adaptation
Public sector employees are being asked to do more while navigating rising workloads and increasing expectations to upskill and reskill.
For organisations, the conversation about workforce adaptation can quickly become focused on programs, frameworks and formal training. These all have an important role to play, but successful change also depends on something more fundamental: how people adapt.
Lucy Harrington
Employees are often stretched by existing responsibilities while being asked to learn new skills, adopt different ways of working and prepare for roles that continue to evolve. For some, the challenge is not simply whether learning opportunities are available. It is whether they understand what the future looks like for them, where they fit and whether they feel confident about what comes next.
That is why workforce adaptation needs to be considered as a people challenge as much as a capability challenge.
Supporting people does not always mean creating another program
When organisations identify a capability gap, the instinct can be to develop a new initiative, training program or formal response.
Sometimes that is exactly what is required. But supporting people through change does not always need to start with something new.
It can begin by having open and honest conversations.
Leaders and managers need opportunities to understand when people are stretched, where uncertainty exists and what individuals need to feel more confident about the future. That means taking the time to listen, rather than assuming everyone is experiencing organisational change in the same way.
It also means recognising that people already bring different strengths, experiences and aspirations to their work. Understanding those strengths can help organisations think more carefully about how individuals might contribute as priorities and ways of working change.
Clarity matters when expectations are changing
Adaptation becomes harder when people are unclear about what is being asked of them.
Employees may understand that their organisation is changing without necessarily understanding what that change means for their own role. They may know they are expected to develop new capabilities while remaining uncertain about which skills matter most or how those skills will be used.
That uncertainty can make an already demanding environment more difficult to navigate.
Giving people greater clarity about expectations, priorities and opportunities for growth can help make change feel more manageable. It also gives employees a clearer sense of how their existing contribution connects with where the organisation is heading.
Creating an environment where questions can be raised honestly and concerns can be discussed openly is an important part of helping people move through uncertainty.
Confidence is part of capability
Skills matter, but so does the confidence to use them.
Someone may have access to training or development opportunities and still feel unsure if they are using their skills effectively. Others may have valuable, existing skills that are overlooked because the focus has moved too quickly to what else they can learn.
Supporting workforce adaptation therefore requires attention to both skills and confidence.
When people feel valued, supported and able to grow, they are better placed to adapt to a changing work environment. Recognising an employee’s contribution, understanding what motivates them and giving them a clearer pathway to develop can help build that confidence over time.
Start with the people experiencing the change
People bring different experiences, strengths, ambitions and concerns to the workplace. Understanding those differences helps organisations avoid treating the workforce as a single group with identical needs.
That starts with listening. It means managers taking time to have meaningful conversations with their teams, recognising when someone is stretched, and understanding where an individual wants to develop.
Formal programs and initiatives can then be supported by a stronger foundation: employees who understand the direction of change, feel recognised for what they already contribute and have greater confidence about how they can continue to grow.
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