How to Prioritise Employee Reskilling in 2026 – and the Skills That Matter Most

Rapid advances in artificial intelligence, automation and data-driven decision-making, combined with shifting employee expectations, are reshaping roles faster than traditional workforce planning can respond. Organisations that fail to prioritise reskilling face growing skills shortages, falling productivity and disengaged employees. Those that succeed will gain agility, resilience and a clear competitive advantage.

Why reskilling must be a priority in 2026

The pace of change continues to accelerate. Technologies that once took a decade to transform industries now do so in a matter of years. AI tools are increasingly embedded in day-to-day work, hybrid working is firmly established, and customers expect faster, more personalised experiences. At the same time, labour markets remain tight, making external recruitment costly, time-consuming and uncertain.

Reskilling existing employees is often more cost-effective and sustainable than hiring new talent. Current employees already understand the organisation’s culture, customers and processes. Investing in their development also improves retention and engagement at a time when career progression and learning opportunities are among the strongest drivers of employee satisfaction.

How to prioritise reskilling effectively

1. Align reskilling with business strategy

Reskilling efforts must be clearly linked to organisational goals. Start by identifying where the business is heading over the next three to five years, whether that involves new technologies, markets, products or ways of working. From there, define the skills and capabilities required to support that direction. Avoid generic training programmes that lack a clear connection to business outcomes.

2. Carry out an ongoing skills gap analysis

In 2026, skills assessment should be continuous rather than a one-off exercise. Use a combination of workforce data, manager insight and employee self-assessment to understand current capabilities and emerging gaps. This should include technical skills as well as softer skills such as leadership, collaboration and adaptability.

3. Focus on critical roles and job families

Attempting to reskill the entire workforce at once is rarely effective. Instead, prioritise roles and job families most impacted by technological or organisational change. This targeted approach allows resources to be invested where they will have the greatest impact and enables scalable learning pathways to be developed.

4. Embed learning into everyday work

Traditional classroom-based training on its own is no longer sufficient. Effective reskilling combines formal learning with on-the-job experience, mentoring, coaching and project-based work. Learning should be modular, accessible and embedded into daily routines, rather than treated as something separate from “real” work.

5. Encourage employee ownership of development

Employees should play an active role in their own reskilling. Organisations can support this by offering clear career pathways, transparent skill requirements and opportunities for internal mobility. When employees understand how new skills relate to future roles and long-term employability, engagement and participation increase.

The most important skills for 2026

While priorities will vary by sector, several skills are becoming essential across most organisations:

Digital and AI literacy

Not everyone needs to be a technical specialist, but most employees will need a solid understanding of digital tools and AI systems. This includes interpreting data, working effectively with AI-enabled tools, understanding basic AI principles, and recognising ethical and regulatory considerations.

Critical thinking and problem-solving

As automation takes over routine tasks, human value lies increasingly in judgement and insight. Employees must be able to analyse information, question assumptions and make informed decisions in complex and uncertain situations.

Adaptability and learning agility

The ability to learn quickly, unlearn outdated practices and apply new knowledge is arguably the most valuable skill of all. Organisations should actively promote mindsets that view change as an opportunity rather than a threat.

Communication and collaboration

Hybrid and cross-functional working require strong communication skills. This includes virtual collaboration, stakeholder management and the ability to translate technical information into clear, practical messages.

Leadership at every level

Leadership is no longer confined to formal management roles. Skills such as influencing, coaching, emotional intelligence and ethical decision-making are increasingly important across all levels of the organisation.

Looking ahead

In 2026, organisations that succeed will be those that treat reskilling as an ongoing system rather than a short-term initiative. By aligning learning with strategy, focusing on future-critical skills and empowering employees to develop continuously, businesses can turn disruption into opportunity and build a workforce ready for the future.