How do you keep your best people engaged while also attracting top talent in an increasingly competitive market?

The answer might be simpler than you think, but it requires a fundamental shift in how you approach employee engagement.

Today’s workforce, from fresh graduates to seasoned professionals, has made one thing crystal clear: they want to work for organisations that invest in their growth. It’s no longer just about competitive salaries or office perks. People want to know their employer cares about their future, not just their current output.

And the numbers back it up. Searches on Flexa for learning and development opportunities have tripled in just six months, showing a huge rise in employee appetite for growth. Meanwhile, companies with strong L&D programmes are far more likely to retain their people, with 94% of employees saying they’d stay longer at organisations that invest in their professional development.

But here’s where it gets even more urgent: the World Economic Forum predicts that 60% of all employees will need reskilling by 2030. Upskilling is no longer just a perk or a retention tool; it’s a necessity.

The organisations that understand this are already building tomorrow’s workforce today. They’re not just closing current skill gaps. They’re creating cultures where learning is valued, growth is expected, and adaptability is embedded into the DNA of the business.

So how do you become one of these forward-thinking organisations?

This blog features:

• Why upskilling is important for employee engagement and retention
• How to address the skills gap and future-proof your workforce
• Practical strategies to implement effective upskilling programmes
• Ways to empower employees through learning and development
• Tools and resources companies can use to support continuous growth

Why employee upskilling should be your top priority in 2025

Upskilling has become a critical business strategy that directly impacts your bottom line, retention rates, and competitive advantage.

The great resignation meets the skills revolution

Remember the Great Resignation? It marked a wave of people quitting jobs in search of better pay, flexibility, and work-life balance. But things have evolved. We're now in the era where career development is the real differentiator. Today’s employees aren’t just leaving because they want remote work or a salary bump. They’re leaving because they want to grow.

People want roles that offer clear pathways to progress, the chance to learn new skills, and opportunities to stay relevant in a fast-changing world. This shift is fuelling what many are calling the skills revolution, a movement where the most attractive workplaces are the ones investing in learning and development.

The skills gap is real (and growing)

By 2030, McKinsey estimates that 87% of companies will experience skills gaps. But here's the kicker – many of the skills your organisation will need don't even exist yet. Traditional hiring can't solve this problem fast enough. The only sustainable solution is to build adaptive learning cultures that can evolve with changing demands.

AI is changing the game (for everyone)

AI isn't just transforming individual roles, it's reshaping entire business models. Organisations that teach their employees to work alongside AI will have a massive competitive advantage. Those that don't will find themselves with expensive legacy systems and outdated skillsets.

ROI that actually makes sense

Companies with comprehensive training programs see 218% higher income per employee and 24% higher profit margins than those without. Plus, organisations with strong learning cultures are 92% more likely to develop novel products and processes.

Future-proofing your talent pipeline

External hiring is becoming more expensive and less reliable. Building internal talent pipelines through upskilling creates a stable foundation for growth while reducing dependence on volatile job markets.

Building your upskilling strategy: how to get started

• Phase 1: skills assessment and gap analysis
  Before investing in training, you need to understand the current state of your team's capabilities. Start by conducting skills audits across departments to get a clear picture of where strengths and weaknesses lie. Identify critical gaps between existing skill sets and the future needs of your organisation. Survey employees to understand their career aspirations and learning interests, and analyse wider industry trends to predict which skills will be in demand. This foundation will help you design a strategy that’s both relevant and future-ready.
• Phase 2: create learning pathways
  Once you've identified the gaps, it's time to build clear, structured pathways for growth. Create role-specific learning tracks that outline the skills needed for progression and success. Encourage cross-functional learning to broaden perspectives and drive innovation. Introduce mentorship and peer-learning programs that encourage collaboration and knowledge sharing, and set measurable milestones that help employees see progress and feel recognised as they develop.
• Phase 3: choose your learning mix
  No single learning format works for everyone, so offer a mix that caters to different learning styles and needs. Combine online courses and certifications from platforms like Coursera, LinkedIn Learning, or Udemy with internal options like workshops, lunch-and-learns, and cross-departmental projects. Encourage attendance at external conferences and promote job rotations to help people gain new perspectives. Mentorship and coaching should also be part of the mix to support growth beyond technical skills.
• Phase 4: make it accessible and engaging
  Even the best upskilling program will fall flat if people don’t have time or motivation to engage with it. Make learning part of your culture by offering dedicated learning time and ensure flexibility in when and how employees can learn. Support the process with learning communities, discussion groups, and even gamified elements like challenges or leaderboards. Most importantly, tie learning to career growth and rewards so employees see the value in investing their time.
• Phase 5: measure and optimise
  To keep your upskilling strategy effective, track progress regularly and make data-driven adjustments. Monitor course completion rates, participation levels, and engagement metrics. Assess how well employees are applying new skills in their roles and measure the broader business impact. Collect feedback continuously, share success stories to inspire others, and calculate ROI to communicate the value of learning and development to stakeholders.

Overcoming common upskilling challenges

"We don't have the budget" Start small with free resources and gradually scale. Many effective programs begin with dedicating existing meeting time to skill-sharing sessions or leveraging free online courses.

"Employees don't have time" Make learning part of the job, not an addition to it. Replace some meetings with learning sessions or integrate skill-building into current projects.

"People will leave once they're trained" Research shows the opposite is true. Employees are more likely to stay when they feel invested in. Plus, the risk of people leaving due to lack of growth opportunities is much higher.

"We don't know where to start" Begin with skills that multiple departments need (like data literacy or AI tools) and expand from there. Quick wins build momentum for larger initiatives.

Creating a culture of continuous learning

Successful upskilling isn't just about formal programs – it's about building an environment where learning is valued, supported, and rewarded:

Leadership modelling: when executives actively participate in learning and share their experiences, it signals that growth is an organisational priority.

Psychological safety: create environments where people feel safe to experiment, make mistakes, and ask questions without fear of judgment.

Recognition and rewards: tie learning achievements to performance reviews, promotions, and compensation increases. Make skill development a clear path to career advancement.

Knowledge sharing: encourage employees to teach each other through internal presentations, documentation, and peer mentoring programs.

Companies leading the way

Maersk
The Strategies for Success (S4S) is an accelerated development program specifically designed for Women across Maersk who want to maximise their career potential and enhance their performance. It aims to provide women with tools and techniques to help further develop and progress in their career as well as maximise potential. It also provides for a global perspective on what the research tells us about common challenges and themes that women face in their careers and leadership. Participants will be equipped with knowledge and tips on how to implement what has been learnt to help sustain their performance and drive their career.

TUI

From Student to Innovator at TUI!

Six years ago, Peter joined TUI through a master’s thesis project, exploring how emerging technologies could shape the future of tourism. Coming from a technical background, tourism wasn’t the obvious route, but that’s what made it so exciting.

“The support I received, the freedom to explore, and the chance to apply technical skills in a totally different industry really opened my eyes to TUI’s potential. After my thesis, I was lucky enough to step straight into an innovation role, and I’ve never looked back.”

Now a Project Manager at TUI, Peter is helping to shape the next generation of talent by reconnecting with  Delft University of Technology and sharing his journey.

Are you a masters student with a curious mind and a passion for innovation? TUI in The Netherlands is now offering thesis opportunities with Delft University of Technology, and it could be your first step into an exciting career with them. 

Vodafone

Michelle Beech, Senior Manager Digital Learning & Engagement, shares her thoughts on creating a positive learning experience for everyone at Vodafone.

One of my favourite parts of working at Vodafone is that it is always changing.  Every day is different. I have been here for over 20 years now and I feel like there is still lots for me to achieve and learn. 

I am grateful for all the opportunities that have come my way here. I’ve been lucky enough to be involved in many big and exciting projects, including one of the largest technology projects Vodafone UK has ever delivered. I was part of the team that designed, built, and delivered training to over five thousand people on a new customer management system, which meant plenty of travel and spending time in South Africa, Egypt, and India working with our offshore contact centres. 

In my current role, as Senior Manager for Digital Learning and Engagement, I’m responsible for our learning platforms. I look after the content we host, and the experience our employees have when accessing our learning resources, and I get to work with people from across the whole organisation based in many different countries. I am so passionate about creating a positive learning experience for everyone who works at Vodafone.  

Bradshaw Advisory

"We created the Director Pathways programme to give our people a clear, tangible route to the top of the organisation. It’s more than just a development plan; it’s a personalised, long-term roadmap that outlines the skills, experience, and behaviours we’re looking for at each stage of progression.

The plan includes an indicative timeline and salary benchmarks, along with a £10,000 learning and development budget that each individual can control and use in the way that best supports their growth. Many are already investing in top-tier executive coaching to help them reach their goals.

It’s a joint commitment. The pathway is signed by the individual, their line manager, our MD, and myself as Director of Operations. That shared accountability reinforces that we’re serious about their progression.

This goes well beyond standard objective-setting. It’s a long-term investment in our people, and we believe it will be key to retaining our top talent.” 

The question isn't whether you can afford to invest in upskilling. It's whether you can afford not to.

In 2025, the organisations that thrive won't be those with the best technology or the most capital – they'll be those with the most adaptable, skilled, and engaged workforce.

Investing in employee upskilling isn't just about filling current skill gaps. It's about building an organisation that can evolve, innovate, and compete no matter what changes come next.

Your employees are ready to grow. Your competitors are already investing. Your future success depends on the choices you make today.

So, what are you waiting for?