Relearning Revolution: Learning, Unlearning, and Relearning
The digitalisation of our work and the rapidly changing organisations, business models, professions and working models are significantly shifting the required competencies and skills. In the future, there will be new professional fields for which no formal training currently exists. Being good at acquiring new knowledge will therefore become increasingly important. This in turn means that continuing education and learning how to learn will become guiding principles in recruitment and talent development—not only for filling roles but also for the candidates themselves. These individuals seek challenges and personal growth, so companies should create structures and educational offerings that appeal to them in the war for talent. Furthermore, continuing education can be seen as a new form of currency that complements traditional compensation and creates a win-win situation.
The relearning revolution suggests that it’s not the ability but the willingness to learn that matters most.
Overall, the relearning revolution is an exciting shift within the recruitment industry. It means that companies must focus on the development of their employees to remain competitive in the war for talent. By offering suitable benefits, companies can ensure their employees stay motivated and engaged, thus contributing to their own career progression. This could, for example, involve offering training programmes and courses, or allowing employees to attend conferences and events. It could also mean introducing flexible working hours to give employees time to pursue further education alongside their work.
Moving Away from Static Self-Images
Another aspect of the relearning revolution is the departure from static self-images. Candidates should not be reduced solely to their professional experience and existing skills. Instead of promoting a genius culture or the need for perfection, employees should be given the opportunity to continuously learn and improve. It is therefore worthwhile to recruit individuals with development potential, a willingness to engage in lifelong learning, and transformative skills—and to reward them with personalised development opportunities. This also applies to HR professionals: they, too, must learn to unlearn in order to take in and implement new ideas.
The relearning revolution is ultimately about identifying and nurturing a new kind of talent. It's no longer just about capability, but about willingness. By fostering a culture of lifelong learning, your organisation can ensure it continues to attract and retain top talent in the future.