5. Staff skills and capabilities

The most straight-forward type of change is one that does not impact on the current skill levels of employees. For example, an office is upgraded with a new set of computers - staff just switch them on and carry on as normal because they are using just the same software applications.

But quite often, introducing a new system or process will have a direct impact on what the staff need to be capable of.

New skills needed

If new equipment, or computer systems are part of the change, then existing staff may need to learn a new skills. This can be difficult, especially for long term staff who have always done things in a certain way. To help with this process, change management should include a well supported training plan for everyone involved

De-skilling

Many people become experts in their field. They spend years learning their craft. Then a piece of equipment or software system suddenly makes their skills less useful.

Example, a panel beater may have spent thirty years beating out panels for a sports car by hand and they are very good at it. Then management introduce a computerised metal stamping machine that can do the same thing in seconds. The person now has some difficult choices - they may be able to be re-deployed or they may need to learn new skills.

Example. A computer programmer has become an expert in a certain language (e.g. Algol) and he is very effective. Then the organisation wants to start using a completely different language for future coding. The old skills are no longer needed.

This situation is very common, especially in technical careers and so a good organisation should support continuous professional training opportunities for their staff.

 

challenge see if you can find out one extra fact on this topic that we haven't already told you

Click on this link: Continuous professional training