Building Agility Through Skills-Based Learning and Development

Agility begins with a learning culture that values skills over titles. That shift requires both structure and flexibility, says Courtney White, head of HR, agricultural solutions, North America, at BASF.“We really tried to put out more resources and do more education sessions,” he said, “skills maps versus things that are hard coded to roles, because the organization is changing also at a fairly rapid rate. And so we need to have flexibility in the system.” Flexibility means meeting employees where they are and focusing on capabilities rather than rigid checklists. When someone asks, What can I do next? White reframed the conversation. “The first shift is, let’s step back and talk beyond the title. What does it represent for you?” he asked. “How do we get into the skills you currently have and those you want to build? The reality is, that’s what unlocks new career paths. That’s what supports internal mobility, and that also helps talent align to business needs,” he said during an executive panel discussion at From Day One’s August virtual conference. This skills-first mindset is especially critical as new technologies, particularly AI, reshape work faster than job descriptions can keep up. For White, success comes from creating clarity before adding tools: map existing skills, identify gaps, and align development to strategy. The goal is to build for relevance, not readiness, ensuring employees stay adaptable no matter how roles evolve.Data-Driven UpskillingFor Sukhmani Grewal, solutions architect at SHL, building organizational agility begins with evidence. “We are an organization that believes in objective assessment data. We drink our own champagne—using data to understand not only individual skills, strengths, and gaps, but also patterns across the organization,” she said. That philosophy is embedded in practice. At SHL’s annual commercial kickoff, every team member completed a sales competency and readiness assessment. The goal was not only to highlight individual growth areas, but also to reveal collective skill trends. This continuous feedback loop allows SHL to focus learning where it matters most and create targeted programs that drive results.But for Grewal, data-driven upskilling is all about empowering people. “The sweet spot is a balance where employees own their growth, while the organization supports them through structured approaches,” she said. With clear visibility into their skills and transferable capabilities, employees can explore career paths beyond traditional promotions. Lateral or “zigzag” moves often open broader opportunities.Looking ahead, SHL’s science team, which is backed by more than 300 IO psychologists, is researching the skills most critical for an AI-enabled workplace. Capabilities like critical thinking and learning agility prepare employees to adapt, ensuring organizations stay future-ready.Career Growth MindsetPreparing employees for long-term success requires more than just technical skills, according to panelist Shannon Fuller, VP of talent solutions at Blue Cross and Blue Shield of Illinois, Montana, New Mexico, Oklahoma & Texas. True success requires a strategic mindset. “Fast moves bring you slow problems,” he said. “The move that you’re making now is not for the next promotion, it's for two promotions ahead.” By encouraging employees to think beyond immediate steps, Fuller believes organizations can foster energy, engagement, and a focus on long-term growth.This perspective also shapes how Blue Cross and Blue Shield approaches development. While credentials like degrees remain important, Fuller emphasizes the underlying skills acquired.Tania Rahman, the social media director at Fast Company, moderated the discussion (photo by From Day One) Eventually, “we’re going to be looking at, what did you actually learn in college? Not that you actually got the degree, but what are the skills underneath the degree that you actually learned?” To support this, his team is creating interactive career maps that outline skills gained over time and highlight multiple potential career paths.Fuller also urges embracing technology as a growth opportunity. “AI will soon be on a job description for a skill that you have to have to work,” he said. Just as employees adapted to social media and the internet, learning AI skills now increases value today and in the future.Finally, cultivating a career growth mindset means fostering psychological safety. “Encourage people to fail,” Fuller said. “Praise them that they failed and that they got back up… It’ll create a culture where people want to learn, fail, and grow.”AI Adoption & EducationWorkforce education is complicated by scale and structure. For Alexandra Bautista, SVP of employee experience at Harvard Services Group, that is certainly the case.“We have 10,000 employees. Out of the 10,000, about 9,200 are field employees,” she said. Many work in decentralized locations, such as building basements with limited internet access, requiring a multifaceted approach. “It’s not a one-size-fits-all approach here, some of them have to be paper trainings, others are QR codes, classroom sessions, or even considering equipment like iPads in the field. The philosophy of ‘meet them where they’re at’ is really what’s working best for us.”The same philosophy guides Harvard’s AI rollout. Leaders piloted ChatGPT before expanding its use, learning that balance is key. “This is used as a tool to make your job easier, to kick start certain things,” Bautista says. To address employee concerns, her team emphasizes education: “Employees are saying, is my job going to go away?” she said. “This is a supplemental tool, not one that will replace you.”Safety and efficacy are ensured through partnerships with L&D and IT teams, with training required before access to the platform. Looking ahead, Bautista highlighted the importance of early skill development: “They need to arrive with some of those skills,” she said. “Partnership with colleges and high schools is so important to the future of skilling and the future of the workforce.” Her approach blends realism with trust. Hire the right people, she says, and empower them. “They will create much better programs when you entrust them with that knowledge.”Building agility is critical for organizations seeking to remain competitive. Through data-driven assessments, interactive career maps, and thoughtful AI adoption, companies can prioritize relevance, adaptability, and long-term growth. Skills-based development empowers employees, unlocks career potential, supports internal mobility, and ensures the workforce is prepared not just for today, but for the challenges and opportunities of tomorrow.Carrie Snider is a Phoenix-based journalist and marketing copywriter.(Photo by FatCamera/iStock)