Effective Upskilling: 4 Ways to Cure the ‘Silent Standoff’

Technology is moving faster than ever before. As innovations and applications emerge, it’s more critical than ever to build resilient technical and durable skills.

DeVry University’s third annual report on the state of upskilling in the U.S. reveals a clear perception gap between employers and workers. While employers feel confident that they provide ample skill development opportunities, workers often believe their access is declining amid constant change.

‘Silent Standoff’ in Upskilling

DeVry refers to this as the “Silent Standoff,” where each side expects the other to drive future-readiness.

Real progress depends on both employers and workers coming together to bridge this gap and produce stronger business outcomes, especially as economic volatility, geopolitics and AI acceleration continue to shape work.

Even as future anxiety is gripping the talent economy, workers feel some confidence, as 85% believe they don’t need further qualifications to remain employable in the next five years. However, nearly half of workers are uncertain whether their job will still be relevant within the given timeframe. Additionally, 69% of employers express concerns regarding their workers’ proficiency and whether they have the right skills to succeed.

Workers risk slipping into complacency when it comes to career advancement and skills development because employers are not making the future prescriptive and visible.

Here are four ways to effectively upskill during the Silent Standoff:

1. Broaden Access, Communicate about Upskilling

Rather than collaborating to close the upskilling perception gap and nurture tomorrow’s talent, each side is quietly pointing fingers. Workers are increasingly voicing concerns about declining access to development opportunities, although employers say they are providing more access to upskilling and reskilling in 2025.

There exists an opportunity for employers to reevaluate how they communicate about upskilling programs and how they align with the ever-evolving landscape of required skills.

2. Make the Future Prescriptive, Visible

Addressing the Silent Standoff between workers and employers is critical to building stronger organizations and unlocking a competitive edge. Employers and workers alike need to find a shared path forward to enable lifelong learning and success.

From the employer’s perspective, transparency will be key to fostering a genuine dialogue with their teams about the future of work and the need to upskill or reskill. This open communication helps workers understand that, while they may feel confident in the present, it’s important to continually invest in skills development amid the rapidly evolving landscape.

3. Foster Customized Learning Pathways

To prepare the workforce for future challenges, employers need to actively involve workers in the upskilling journey. Successful learning programs should closely align with future career relevance. Employers and workers can work together to recognize and address existing skills gaps in both technical and durable skills, such as critical thinking. Workers should have a clear understanding of where they can improve and how to turn those areas into strengths.

Once these critical skills gaps are identified, employers should map out specific learning pathways to address them. This process involves not only determining which competencies should be prioritized but also working with educational partners to create tailored learning modules and programming. By establishing clear timelines and milestones, such as quarterly upskilling checklists or annual learning goals, employers can provide workers with a concrete and customized roadmap for their development journey.

4. Create a Culture of Continuous Learning

The ultimate objective is to create a culture of continuous learning where upskilling is seamlessly integrated into the work environment and is considered essential for all workers—regardless of title or seniority. Employers are tasked not only with making these resources visible but also with motivating workers to engage with them. Regular discussions about development should be the norm between management and employees.

Conversely, workers who hold hidden insecurities about the future should feel empowered to talk to their employer about personal development. Together, they can establish specific and realistic goals for career growth and a more future-ready workforce.

By addressing the skills gap highlighted in DeVry’s research, organizations can seize the opportunity to build a workforce that is not only prepared for the future but also thrives through change. Clear communication, specific training, as well as perspective guidance are critical in keeping teams adaptable. This collaborative effort between employers and workers will pave the way for a strong, resilient talent pool of the future.