Lisa is a diligent worker, always looking to improve her skills and add more value to her role. She had years of experience in her field but realized that to stay competitive in the fast-paced corporate world, she needed to continually learn and grow.
One day, Lisa came across a job posting for a higher position in her company. The role required proficiency in advanced data analysis software, which she had limited experience with. Instead of getting deterred, Lisa saw this as an opportunity to expand her skill set and make her resume stand out. She immediately began searching for quick courses that could help her plug this skills gap.
After a bit of online searching, Lisa found a training program promising to teach the essentials of the software in a two-day workshop. It seemed like a great opportunity — quick, efficient, and directly applicable to the job she aspired to. She promptly registered, eager to add this new skill to her repertoire and resume.
The two-day course was intensive. Concepts were rushed, topics were skimmed, and practical applications were limited. Lisa left the course with a certificate and a head full of information, but deep down, she felt something was missing. Had she really learned to use the software proficiently in just two days? Or had she merely scratched the surface?
It reminded her of her childhood piano lessons. She remembered how she used to practice for hours, day after day, under the careful guidance of her teacher. Mastery didn’t come overnight. It took patience, time, and a lot of practice. She thought about the beautiful melodies she could play now and compared them to the stark reality of her newly ‘learned’ data analysis software.
The disparity was glaringly evident. She realized how unrealistic it was to expect a two-day course to equip her with a skill generally mastered over months, if not years. It seemed almost absurd that in an attempt to fill the skills gap on her resume quickly, she had overlooked the fundamental aspect of learning a new skill — time and practice.
This experience served as a wake-up call for Lisa. It underscored the importance of committing time and effort to truly learn and master a skill, as opposed to merely gathering knowledge and certificates. After all, skills aren’t just for show on a resume; they’re tools for effectiveness in the workplace.
The difference between gaining knowledge and mastering a skill
As Lisa’s story highlights, short-term training programs often promise quick mastery of complex skills, setting an expectation that may not align with reality. These courses, while informative, often tend to provide a rudimentary understanding of a skill rather than the comprehensive expertise required to apply it effectively in the workplace.
The first issue lies in the time constraints. Attempting to compress the learning process of complex skills into a two-day or even two-week course is unrealistic. Proficiency in any skill, playing the piano or utilizing advanced data analysis software, cannot be achieved overnight. Just as you wouldn’t expect to perform a concert after a few piano lessons, expecting to gain mastery over a professional skill in such a short span is impractical.
This brings us to the essential distinction between gaining knowledge and mastering a skill. Knowledge refers to the understanding or awareness of a topic. For example, you can know the rules of chess or the concepts behind coding. However, being able to successfully execute a checkmate or code an application requires skill.
While knowledge is about comprehension, skills are about the application. They are developed through repeated practice, real-world application, trial and error, and constant refinement. A course might teach you the theories of project management, but managing an actual project requires you to apply that knowledge, make critical decisions, navigate unforeseen challenges, and learn from the outcomes. This process cannot be fast-tracked by a quick course.
Thus, while short-term training programs might help in acquiring knowledge about a skill, they often fall short of developing the proficiency needed to apply that skill effectively. The key difference lies in the depth of understanding and the ability to apply what’s learned — that’s what distinguishes knowledge from true skill mastery.
Author
Dehumo Bickersteth
Managing Partner momenta Group
For custom tailored leadership training
The Importance of Skills Over Knowledge in the Modern Workplace
In today’s dynamic and ever-evolving job market, the importance of skills cannot be overstated. While knowledge continues to be a valuable asset, it is the ability to apply that knowledge effectively through skills that employers are increasingly seeking.
The workplace has undergone significant transformations over the past few decades, with technological advancements leading the way. The proliferation of digital technology has made vast amounts of knowledge readily available and accessible to all. The question is no longer about who possesses the most information but who can utilize that information in the most effective, innovative, and productive manner. And this is where skills come into play.
Consider the realm of digital marketing. While one can quickly gain knowledge about various tools and strategies, the skill to leverage these tools, analyze consumer data, and translate it into actionable strategies, to engage audiences and drive conversions is what separates a good digital marketer from a great one. The same holds for fields as diverse as software development, project management, design, and more. The underlying theories and principles might be universally accessible, but it’s the ability to apply this knowledge to solve problems and create value that truly matters.
In this context, it’s clear why employers are increasingly prioritizing skills. Skills denote an individual’s ability to perform tasks and responsibilities effectively. They demonstrate competency, problem-solving ability, and the capacity to deliver results. While knowledge forms the foundation, it is skills that build upon it, enabling individuals to execute, innovate, and lead.
As the future of work continues to evolve, those who can do more than understand — those who can apply, adapt, and create using their knowledge — will be at the forefront. In essence, the modern job market isn’t merely about what you know; it’s about what you can do with what you know.
Easy access to knowledge has led to a skill deficit
With the advent of the internet and digital technology, how we access and consume knowledge has radically transformed. Information on virtually any topic is now just a few clicks away, turning the world into a global classroom. However, this unprecedented access to knowledge has inadvertently led to an unexpected consequence — a growing skill deficit.
The phenomenon can be partly attributed to the misconception that having access to information equates to possessing the skill related to that information. The plethora of online courses, webinars, and tutorials provide an abundance of knowledge, but without the necessary practice and application, this knowledge remains theoretical and passive. The tangible, active skills that come from engaging with the material, practicing it, and applying it to various contexts are often overlooked or underdeveloped.
Moreover, the vast sea of readily available information can lead to a “jack of all trades, master of none” situation. In a rush to consume more knowledge, the depth of understanding that comes from honing a specific skill can get compromised. It’s akin to knowing the basics of several musical instruments but not playing any of them proficiently.
This trend is reflected in the job market as well. Employers often note a mismatch between the qualifications listed on a candidate’s resume and their ability to perform tasks. Candidates may have a theoretical understanding of the job requirements but lack the practical skills to execute them effectively.
Furthermore, the focus on knowledge acquisition often overshadows the development of crucial soft skills like critical thinking, problem-solving, communication, and teamwork. These skills are not easily taught through traditional learning but are highly valued in the workplace.
In this era of information overload, it’s clear that access to knowledge alone is not enough. The easy availability of information has inadvertently contributed to a skill deficit, emphasizing the need for balanced learning that equally prioritizes knowledge and skill development. The challenge lies in leveraging the wealth of knowledge available to us to master the skills that will make a difference in the workplace.
Is there a problem with the long duration of formal education and its focus on knowledge?
While skills are crucial in today’s work environment, it’s essential to recognize the significant role formal education and its focus on knowledge play. Critics often argue that traditional education, which can span years or even decades, emphasizes the acquisition of vast amounts of knowledge over the development of practical skills.
From a young age, students are taught a variety of subjects, from mathematics and science to literature and history. They spend years learning theories, principles, and facts, often in a structured academic setting. While this extensive knowledge base forms an integral part of intellectual growth and cognitive development, critics argue that the time invested is disproportionately skewed toward knowledge acquisition.
For instance, an engineering student spends years learning complex mathematical formulas, engineering theories, and design principles. However, the time spent on practical, hands-on training, where they can apply this knowledge, is significantly lesser. Critics argue that this disparity often results in graduates who are well-versed in theory but lack the practical skills required in the job market.
Moreover, they contend that traditional education focuses too much on rote memorization and regurgitation of information, which does little to enhance practical skills or critical thinking. As a result, students might be well-equipped to pass exams but ill-prepared to face real-world challenges that require problem-solving, creativity, and adaptability.
In essence, the duration and knowledge-focused nature of formal education may not adequately prepare students for the skills-based requirements of the modern workplace. Critics call for a more balanced approach, blending theoretical knowledge with practical, skill-based learning, to better equip students for future careers.
…Or did we miss the importance of cognitive skills developed during education over the actual content?
While the argument about formal education’s lengthy duration and its focus on knowledge has valid points, it doesn’t consider the full scope of what education entails and aims to accomplish. Education isn’t merely about acquiring knowledge; it’s a comprehensive process that fosters cognitive and social skills necessary for lifelong learning and success.
While it’s true that traditional education places considerable emphasis on knowledge acquisition, it simultaneously cultivates a range of cognitive skills. Students learn how to analyze information, formulate questions, build logical arguments, and solve problems — all key elements of Bloom’s taxonomy of cognitive objectives.
For instance, when a student studies mathematics, they’re not just learning formulas; they’re developing logical thinking, problem-solving, and analytical skills. In history lessons, they aren’t merely memorizing dates and events; they’re understanding cause and effect relationships, examining different perspectives, and developing critical thinking.
Moreover, the knowledge learned forms the basis for the development of these cognitive skills. It acts as a platform upon which students can apply and hone their skills. The learning of knowledge and skills is, therefore, not a dichotomous process but rather an interconnected one where both complement and enhance each other.
Formal education also instills other important skills, such as discipline, time management, communication, and teamwork, through various school activities and interactions. These “soft skills” are highly valued in the workplace and are crucial for career growth and personal development.
Therefore, the critique that formal education is purely knowledge-focused and doesn’t adequately equip students with practical skills may be somewhat simplistic. It overlooks the fact that the process of education — the rigorous study, the disciplined routine, the diverse social interactions — fosters critical cognitive and social skills, preparing students not just for their first job but for a lifelong journey of learning and adaptation.
The Current State of Corporate Training
The corporate training industry, worth billions of dollars, is instrumental in helping businesses bridge the skill gaps and enhance the productivity of their workforce. However, it’s becoming increasingly clear that a significant portion of the industry might be misdirecting its focus. There seems to be a disproportionate emphasis on quick knowledge accumulation, often neglecting the more critical aspect — skill development. We might be embracing the content practices of the formal education industry but neglecting to see the related significant development implications and the factors that make that possible.
Many corporate training programs are designed as short-term, intensive courses that aim to equip employees with a vast array of information in a limited time. These programs often take the form of seminars, workshops, or crash courses, covering topics from data analysis and project management to leadership and digital marketing. While the intent is to upgrade the employees’ knowledge and expertise, these programs often fall into the trap of quantity over quality.
Quick knowledge accumulation might provide an immediate sense of progress, but it fails to account for the sustained effort required for skill development. It’s akin to providing a whirlwind tour of a vast museum — the attendees get to see everything, but they hardly get the time to stop, observe, and understand.
The result is a superficial grasp of knowledge that doesn’t translate into practical skills. Employees might be able to talk about complex theories or concepts, but they struggle when asked to apply them in their job roles. Such training ends up being a tick-box exercise with limited impact on employees’ performance or the company’s bottom line.
This approach is problematic for several reasons. First, it misunderstands the nature of skills, which require practice, repetition, and time for mastery. Second, it overlooks the nuanced needs of different job roles, each requiring a unique blend of knowledge and skills. Finally, it reduces training to a transactional process, missing the opportunity to instill a culture of continuous learning and development within the organization.
While the intention of the corporate training industry to empower employees with knowledge is commendable, the overemphasis on quick knowledge accumulation often undermines the goal of meaningful skill development. A more balanced, nuanced approach that understands the intricacies of skill development and aligns with the specific needs of job roles would be far more beneficial.
Proposal of a new approach that mirrors skill development methods used in sports or arts
Given the critiques of the current corporate training landscape, it’s time to consider a different approach to employee skill development, one that parallels methods employed in sports or the arts.
- Identification of Key Actions and Techniques: Similar to how a pianist learns individual notes and a tennis player learns specific strokes, the first step in corporate skill development should be identifying the key actions or techniques related to the job role. These could range from coding techniques for software developers to negotiation strategies for sales executives. By breaking down the role into its fundamental components, employees can focus on mastering individual aspects of their jobs, one at a time.
- Progressive Practice: Once the key actions have been identified, employees should engage in progressive practice. Similar to how an athlete trains or an artist rehearses, this practice should start simple and gradually increase in complexity. Employees could initially work on isolated tasks, slowly progressing to more complex, integrated, and contextual activities that mirror real-world job scenarios. As they integrate these practiced actions into their actual performances, these actual performances become both tests of skillfulness as well as additional practice and development experiences. As part of progressive practice, it is crucial to acknowledge and comprehend how context influences one’s actions. Mastering how to perform actions within a specific context is essential because even if you’re familiar with the actions, performing them in a new context can feel like learning entirely new actions.
- Reflective Improvement: Finally, much like an athlete reviews their performance or an artist critiques their work, corporate training should include opportunities for reflection and improvement. Feedback mechanisms should be in place to provide employees with constructive criticism, encouraging them to analyze their performance, identify areas of improvement, and iteratively refine their skills. Reflective practice and deliberate practice skills should be a core part of the design of performance support systems so as to leverage work experiences as development experiences.
This sports or arts-like approach to corporate training puts skills — not just knowledge — at the center of employee development. It acknowledges that skills, like muscles, need regular, targeted exercise to grow. It appreciates that mastery comes from continuous practice and incremental improvement. Most importantly, it recognizes that skill development is a journey — one that requires patience, persistence, and a supportive environment to flourish.
By mirroring the methods used in sports or arts, corporate training can bridge the current skill gap, enabling employees to not only know what to do but also excel at doing it. This could boost productivity, enhance job satisfaction, and ultimately drive business growth.
With this proposed approach, the first step of identifying the key actions and techniques is extremely important as it redefines the focus of the needs assessment and who is the subject matter expert (SME). The approach also encourages a culture of continuous learning and improvement. It emphasizes the development of practical skills that can be immediately applied in the workplace, resulting in a more engaged and competent workforce. By focusing on skill development rather than just knowledge acquisition, companies can better prepare their employees for the demands of the modern workplace and ensure long-term business success.
The Implications for the Corporate Training Industry
The shift from a knowledge-based to a skill-based approach signifies a profound transformation in the corporate training industry. This change comes with far-reaching implications that the industry must acknowledge and adapt to, ensuring its offerings remain relevant and effective in this changing landscape.
- Changing Objectives: In a knowledge-based paradigm, the primary aim of corporate training was often to fill knowledge gaps and equip employees with the information they need to perform their tasks. In contrast, a skill-based approach focuses on developing the abilities employees need to perform tasks efficiently, effectively, and innovatively. This shift redefines the very objectives of corporate training, from imparting knowledge to cultivating skills.
- Different Methods: A shift to a skill-based approach also necessitates changing training methodologies. Traditional lecture-based training sessions or informational webinars might suffice for transferring knowledge, but skills are best developed through practice, feedback, and continuous refinement. Consequently, corporate training initiatives need to include more hands-on learning experiences, case study analyses, role-plays, and real-world practice.
- Long-term Commitment: Developing skills is not an overnight process. Unlike knowledge accumulation, which can be achieved relatively quickly, skill development requires time and consistent effort. This means corporate training initiatives need to be seen not as one-off events but as long-term processes. Continuous learning and development opportunities, regular feedback and coaching, and an environment that encourages learning from mistakes are crucial.
- Personalization: Skills development is often more individualized than knowledge learning. Different employees might require different skills, or they might be at different stages in their skill development journey. This requires corporate training to be more personalized, offering different learning pathways and support mechanisms for different employees.
- Evaluation Metrics: With the shift from knowledge to skills, the metrics used to evaluate the effectiveness of corporate training also need to change. Instead of testing employees on their knowledge retention, assessments should focus on their ability to apply skills effectively in real-world situations. This also directly solves the age-old L&D problem of evaluating learning impact. If your evaluation metric is the “ability to apply skills effectively“, that measure “apply effectively” already captures impact.
Vision for the future of the industry
Drawing from the earlier section on implications, I want to talk about three shifts we should be making or seeing already:
Practice-Oriented Learning: The central premise of this new era in corporate training will be a shift from “learning about” to “learning by doing.” Employees will engage in hands-on training that mimics real-world scenarios, providing them with the chance to learn and apply new skills in a safe, supportive environment. This could involve simulations, role-playing exercises, case studies, or even collaborative projects that mimic real-world challenges. From these experiences, they not only learn the skills but also learn how to practice on their own and extract the same type of developmental value from real experiences, effectively turning their work experiences into a perpetual learning experience.
Continuous Skill Development: In this future vision, learning is not seen as a one-time event but a continuous journey. The emphasis will be on lifelong learning, with regular training, upskilling, and reskilling opportunities provided to employees throughout their career trajectory. This continuous development approach will ensure that employees’ skills remain sharp and relevant, adapting to the ever-changing workplace dynamics and market demands as experienced.
Focus on Core and Leadership Skills: The training industry will shift its focus to developing key skills such as problem-solving, communication, teamwork, adaptability, and leadership. These core skills, along with role-specific technical skills, will be at the heart of corporate training programs. Special attention will be given to leadership skills, preparing employees for the unique challenges of leadership roles. The key to leadership skills here is the idea of ‘preparing for’ so it’s proactive, not reactive.
The Three Essential Skills for Any Role
To expand more on the core and leadership skills, I want to start with the initial premise that with the rapidly evolving world of work, the lines between different roles are blurring, and adaptability is becoming more important than ever. In this context, three essential skills prove crucial to any role – creating, engaging, and executing. Here’s a closer look at what each of these skills entails:
“Creating” Skills
The process of creation is at the heart of innovation and problem-solving. Creating skills are largely cognitive and involve identifying problems, brainstorming solutions, and implementing those solutions effectively. It’s about thinking outside the box, challenging the status quo, and coming up with new ways to address old problems.
For example, a software engineer might use their “creating” skills to devise a more efficient algorithm, or a marketing manager might develop a unique campaign strategy. In each case, “creating” skills are critical for driving progress and value.
“Engaging” Skills
No person is an island in the modern workplace. The ability to engage effectively with others – be they colleagues, clients, or stakeholders – is essential for success. Engaging skills are primarily social and involve clear communication, empathy, and collaboration.
For instance, a project manager needs to communicate effectively with team members and stakeholders, understand their needs and concerns, and foster a collaborative environment. Similarly, a salesperson needs to build strong relationships with clients, understand their requirements, and tailor their approach accordingly.
“Executing” Skills
While creating and engaging are vital, they bear fruit only when paired with effective execution. Executing skills are about being accountable, responsible, and getting things done. They’re largely emotional skills involving self-management, resilience, and discipline.
For example, a developer must not only create efficient code but also meet deadlines, test rigorously, and fix bugs promptly. A team leader needs to not only communicate and delegate tasks effectively but also ensure that projects are completed on time and up to standards.
These three essential skills – creating, engaging, and executing – form the bedrock of success in any role. Regardless of the industry or profession, individuals who can innovate, communicate effectively, and deliver results are likely to be highly valued in the modern workplace.
The additional skills required for leadership roles
Leadership roles present unique challenges and responsibilities that require a distinct set of skills compared to individual contributor roles. Where individual contributors are typically focused on their own work and tasks, leaders are tasked with overseeing collective work, ensuring cohesion among team members, and guiding their teams toward achieving common goals. I will talk about two main categories of new skills that non-individual contributors or leaders need to develop:
Managing Collective Work Output
A significant part of leadership is ensuring that the team’s collective work aligns with the company’s goals. This involves coordinating various tasks, making strategic decisions about resource allocation, and overseeing project timelines. A leader is like a conductor of an orchestra, ensuring all the musicians play in harmony to produce a beautiful symphony. To do so effectively, leaders need to have a solid understanding of every team member’s role and be able to see the bigger picture of how all these roles fit together.
Leading People
Leadership isn’t just about managing tasks; it’s also about leading people. This involves motivating team members, resolving conflicts, and creating an environment that fosters productivity and growth. It requires a high degree of emotional intelligence, with leaders needing to understand their team members’ strengths, weaknesses, motivations, and challenges. Good leaders are not just bosses; they are mentors and role models, guiding their teams not just in their work but also in their professional development.
The move from being an individual contributor to a leadership role isn’t just a promotion; it’s a transition to a whole new set of responsibilities. While the fundamental skills of creating, engaging, and executing still apply, leaders need to develop additional skills to effectively manage collective work and lead people. Only then can they inspire their teams to achieve their full potential and drive the company toward its strategic goals.
The future of the corporate training industry lies in its ability to pivot from a knowledge-based to a skill-based approach where skills it not just about the large skills lists or skill libraries that drive the current proliferation of AI resume parsing or LXP content recommendation engines but rather the fundamental core and leadership skills that underpin all actions. This future requires rethinking the objectives, methods, commitments, personalization, and evaluation metrics that define the industry. By embracing this shift, the industry can ensure it continues to add value to employees and businesses alike in an increasingly skill-driven economy.
In Summary…
By putting these recommendations into practice, businesses can foster a more skill-oriented training culture. The key lies in creating an environment where employees can practice, refine, and apply new skills in a supportive and realistic context, which is ultimately where true learning and development occur.
In the rapidly evolving business landscape of the 21st century, it is becoming increasingly clear that a pivot from knowledge to skills in corporate Learning and Development (L&D) isn’t just an option — it’s a necessity. As automation and digital transformation continue to reshape industries, the value of having a skilled workforce that can adapt, innovate, and drive growth is more important than ever.
This shift presents a significant challenge for the corporate training industry, requiring a complete overhaul of traditional learning models that have long prioritized knowledge accumulation. However, it also presents a unique opportunity — an opportunity to create a more engaging, relevant, and effective learning environment that prepares employees for the real-world challenges they will face in their roles.
Creating such an environment requires a focus on practice-oriented learning, continuous skill development, and personalized learning paths. It demands a commitment to cultivating core and leadership skills, and implementing robust evaluation and feedback mechanisms that measure skill application, not just knowledge retention.
While it’s true that this pivot requires time, effort, and potentially substantial changes in the way corporate training is conceived and delivered, the payoff is worth it. By fostering a skill-centric culture of learning, businesses can ensure that their employees are well-equipped to navigate the complexities of the modern workplace, driving productivity, innovation, and growth.
In the end, this isn’t just about changing how we approach corporate training — it’s about creating workplaces where people can continually learn, grow, and realize their full potential. It’s about preparing businesses to thrive in an era where the ability to adapt and learn is the most crucial skill of all. It’s about recognizing that in the post-knowledge era, skills are the new currency, and it’s time we start investing in them the right way.
So, as we move forward, let’s challenge ourselves to ask: Is our L&D practice still focused on knowledge, or have we truly pivoted to skills? If not, now is the perfect time to start.