|---Module:text|Size:Small---|The Information Technology market has never been static, but the current pace of change is faster, deeper and more demanding. The widespread adoption of Artificial Intelligence (AI) in the workplace is not a future promise; it is a present reality. And it is redefining, in very concrete terms, what it means to be a relevant IT professional.
In this context, discussing reskilling and upskilling has become a strategic imperative. Organisations that continue to treat training as an ancillary benefit are, objectively, losing competitiveness. Those that view skills development as a structural investment are aligning themselves with current market demands.
Maturity assessment is critical
Before training, it is essential to understand where we stand and, above all, where we want to go. A maturity assessment only makes sense when there is a clear framework of target competencies defined by role, function and business context. It is this objective that enables organisations to measure current maturity, identify gaps and set development priorities.
The path is clear. Move towards a model in which the business defines the critical capabilities required to execute its strategy, and training translates those needs into concrete, relevant and actionable development pathways. Maturity is not measured in a vacuum. It is measured against purpose.
In IT, this alignment is critical. New architectures, automation, data, cloud, cybersecurity and generative AI are transforming roles, processes and responsibilities. Assessing maturity means understanding to what extent existing skills support both current operations and future ambitions. This exercise allows organisations to move away from generic training and build a reskilling and upskilling approach genuinely focused on impact.
Lifelong learning: from concept to operating model
Lifelong learning is no longer a principle; it has become an operating model. The speed of technological innovation has rendered obsolete the idea of one-off learning, concentrated in isolated moments. Today, learning is part of the job. Or it should be.
This requires clear cultural change. Learning itself becomes a core capability. Mature organisations create time, context and incentives for continuous development to happen naturally, integrated into team objectives and business priorities.
Upskilling and reskilling with a focus on AI: from generic to actionable
This is where AI-focused upskilling and reskilling gain real relevance. It is not enough to provide training catalogues or theoretical content. What makes the difference is reviewing the training offer considering the specific needs of each area and function, adapting content and making it actionable. In short, the goal is to enable people to use AI tools in their real working contexts, whether in development, data analysis, project management or customer support.
This process requires close collaboration with technical specialists and managers to understand the starting point, identify gaps and define priorities. No two pathways are the same. An engineering team, an operations unit or a management function require different approaches, with clear objectives and measurable impact.
Driving innovation together: people, technology and collaboration
Innovation does not happen in silos. The acceleration of AI further highlights the need for collaboration between functions, technical and non-technical profiles, business and technology. Effective upskilling and reskilling create a common language, reduce friction and increase the collective capacity to innovate.
Familiarity with AI tools is no longer an individual competitive advantage. It has become a baseline capability. Those who do not understand how these tools work, where they add value and where they do not, risk becoming rapidly outdated. This applies to both technical and non-technical roles.
The strategic role of Human Resources
In this context, the role of Human Resources becomes decisive. It is no longer sufficient to respond to occasional training needs. The challenge is to assume a strategic role in building the critical capabilities required by the business. This means translating strategy and functional priorities into concrete, structured and continuous development approaches.
It requires mapping market demands, anticipating future needs and aligning training with technological evolution and organisational objectives. More than managing training programmes, it is about contributing to employability, relevance and long-term sustainability. It is about creating a culture in which learning is part of expected performance, not something that happens alongside it.
The future of work in IT will not be about replacing people with technology, but about people who know how to work with technology. Organisations that invest seriously in reskilling and upskilling, with a focus on AI, are not merely responding to a trend. They are building competitive advantage in a market that waits for no one.
Updating skills are no longer optional. It is the only way to remain in the game.
This Article was published in Human Resources in February 2026.
