By Dr. Laura Dannels, Chief Talent Officer, Wellstar Health System; HR Venture Advisor, SemperVirens Venture Capital; Lecturer, M.S. in Human Capital Management
With nearly two decades of experience teaching and directing human capital strategy across healthcare, energy, and professional services, I am committed to shaping the future of work. As a champion of tech-enabled innovation, I believe in the importance of incorporating AI into the workplace, rather than avoiding it. However, AI and automation are transforming the workplace faster than most workforce strategies can adapt. Recruitment and retention remain essential, but alone they are not enough. Leaders must pivot now toward reskilling and reimagining work to remain competitive.
Josh Bersin’s Four Rs model (recruit, retain, reskill, and redesign) highlights the need for this shift, giving equal weight to reskilling and redesigning work as to traditional talent priorities. Reskilling, in this case, is the process of equipping employees with new skills so they can move into different roles or functions in response to technological advancements or evolving business models.
Failing to act now risks widening the gap between needed and available skills faster than organizations can close it. Fortunately, there are actions that those responsible for their enterprise’s workforce can take to regain an edge in the field.
These are five core priorities I emphasize in both my Change Management course and the Capstone Seminar for the Columbia School of Professional Studies (SPS) M.S. in Human Capital Management program.
1. Strategic workforce planning and leadership alignment for the next three to five years
Anticipate future skills and roles, not just current vacancies. Scenario plan for multiple futures, align the executive team and board around workforce priorities, and ensure talent strategy is directly embedded into the business plan. By 2030, up to 375 million workers may need to switch occupational categories due to digitization and AI (mckinsey.com). Future back planning is critical for agility and resilience.
2. Segment work and reimagine roles
Break roles into discrete tasks. Determine what can be automated, what must remain human, and how to recombine tasks into more impactful work. Automation becomes augmentation with this approach.
3. Remove barriers to reskilling
Ensure learning opportunities are accessible to all employees by removing financial, time, or logistical barriers. Offer protected learning hours, free or affordable programs, and flexible formats. Investing in career development doubles retention rates and boosts profitability.
4. Diversify funding sources
Large-scale reskilling doesn’t need to rely solely on internal budgets. Workforce grants and philanthropic partnerships can accelerate impact while reinforcing your organization’s brand and community leadership.
5. Embed a culture of continuous learning and adaptability
Reskilling succeeds when it is part of the culture. Model learning at the leadership level, make skill growth part of performance expectations, and create an environment where employees feel safe experimenting with new tools and roles. Change leadership is essential to sustain momentum.
Measurement must be built in from the start. Track mobility rates, skills acquisition, and post-training performance to ensure the investment in reskilling delivers measurable business outcomes.
Why This Matters Now
- Reskilling is urgent. Sixty-six percent of executives say addressing automation-driven skills gaps is a top-ten priority, and 82 percent believe upskilling current employees must account for at least half the solution.
- Employees want growth. Organizations that invest in development see 11 percent higher profitability and twice the retention.
- Today’s workers set the standard. Gen Z and millennials prioritize learning and development, financial security, meaning, and well-being when choosing or staying at a job.
- Equity matters. While Gen Z embraces AI, many worry about job loss. Inclusive training strategies and AI literacy build confidence and trust.
Organizations that act now to elevate employee capabilities will build agile, equitable, and future-ready workforces. Begin by mapping emerging roles, launching a skills inventory, and committing to inclusive learning across all levels.
About the Program
The M.S. in Human Capital Management at Columbia University prepares graduates to be world-class HCM strategists able to address changing needs in building and motivating talented, engaged workforces in the private, public, academic, and not-for-profit sectors.
The program is available part-time, full-time, on-campus, and online. Learn more about the program here.
