The Tribune

If the only thing constant in life is change, we must treat it - and our response - with greater caution and respect. Human nature seems so resistant to the inevitable that we fight the advances happening all around us, both consciously and unconsciously. As the Samsung and I-Phone 6 models give way to the perfect number 7, and as new advances in education, medicine, music and other spheres of life overpower what has been previously taught, so must we allow these changes to take their course in both our personal and professional lives.

A stronger commitment to technical-skills based training, then, is crucial in our future development as industries and as a nation. Upgrading our proficiency in using the tools and instruments we employ to accomplish tasks is paramount to increasing our level of efficiency.

I cannot image a teacher of any science (social or natural) trying to make progress in the classroom without first updating their skills almost annually. Or a doctor attending seminars and taking training-university sabbaticals to refresh, in an effort to achieve and maintain high standards.

As in any form of professional development exercise, there is an obligation on the company, leader and employee to source and acquire the skills necessary. The primary responsibility naturally belongs to the employee who can walk away from the business with the knowledge and skills at any time. Employees must be prepared to make the time and financial sacrifice to remain competitive and current.

Employers, though, must see the need to allow their employees an opportunity to gain new skills that will improve their ability to function and, ultimately, improve client service. The question, then, is no longer why we upgrade our skills but when, and how. Here are a few points businesses must consider moving forward:

1. Whenever a new system or process is being introduced, company-wide training must accompany the roll out. Even persons not directly involved should have a good knowledge of the process before it is launched.

2. Everyone must be upgraded. This should not be a reward for the privileged and star employee. Truth is, you cannot afford to have the already disadvantaged and disengaged employee further pushed to the outskirts of the new direction the business is moving in.

3. The upgrades and technical systems/skills training must be held consistently, and reinforced, along with measurement exercises.

The International Labour Organisation (ILO) calls a skilled labour force a productive one. They charge that all of our communities must strive to better prepare our human capital before and after they join the workforce to meet the demands of an ever changing society and world. The Bahamas must continue to do its part with small, medium-sized and large businesses committed to investing in skills training for all their team members.

• NB: Ian R. Ferguson is a talent management and organisational development consultant, having completed graduate studies with regional and international universities. He has served organsations, both locally and globally, providing relevant solutions to their business growth and development issues. He may be contacted at tcconsultants@coralwave.com.