Left to right: General Assembly Chief Business Officer Jourdan Hathaway, Chief Executive Officer Daniele Grassi
As artificial intelligence (AI) reshapes the global economy, businesses are increasingly recognising that upskilling is no longer a discretionary benefit—it is a strategic imperative. However, many companies still treat employee training as a passive perk rather than an integrated part of workforce development.
According to Daniele Grassi, CEO of General Assembly (GA), this outdated mindset is one of the most common mistakes organisations make in their approach to upskilling and reskilling.
“Too often, companies treat upskilling like gym access,” Grassi explains. “They provide employees with learning tools and leave them to decide if and when to use them. This hands-off strategy usually results in low engagement and minimal outcomes.”
In contrast, effective upskilling initiatives are driven by intentional design and closely tied to business needs. Jourdan Hathaway, Chief Business Officer at GA, highlights that successful programmes begin with leadership buy-in and are aligned with broader organisational goals—from boosting productivity to addressing future talent gaps.
“Upskilling initiatives should be embedded into the company’s strategic roadmap,” Hathaway says. “They must be directly applicable to business objectives and support employee mobility and retention. Without this alignment, training risks becoming irrelevant.”
Also Read: Anchanto CEO on why human resource is essential for a growth stage startup
A key challenge many organisations face is ownership. Grassi points out that when employees need to transition between roles, current and future team leaders often fail to take responsibility for the training process. This lack of clear accountability can derail even the best-intentioned efforts.
“It’s more efficient to retrain existing talent than to lay off and hire anew,” he argues. “It also preserves organisational knowledge and culture. Yet many firms default to restructuring rather than planning for internal mobility.”
The rise of AI has only intensified the urgency of effective upskilling. Notably, demand is no longer limited to technical teams. GA reports a growing need for AI training across non-technical roles—including HR, sales, finance, and legal—indicating a shift in how organisations view digital literacy.
“In the past, we trained people entering the tech industry,” says Grassi. “Now, we’re supporting experienced professionals and even C-level executives who need to understand AI’s implications for their work. As a result, we’ve expanded our curriculum to provide role-specific, continuously updated content.”
Measuring the impact of training is also essential. Hathaway stresses the importance of data-driven optimisation: “It’s not enough to deliver a training programme. Companies must measure outcomes—productivity, innovation or employee satisfaction—and refine their approach based on these insights.”
GA’s experience in Asia, particularly Singapore, offers a model for public-private collaboration in upskilling. “Our partnership with the Infocomm Media Development Authority (IMDA) is a standout example,” says Grassi. “It’s been recognised globally, including by the World Economic Forum, and has inspired similar partnerships in other regions.”
Also Read: How AnyMind Group achieved profitability through its approach to human resource and leadership
Reskilling is especially critical in Southeast Asia, where countries like Japan and Thailand have longer employee tenure. Grassi notes that many of GA’s programmes in these markets are designed to ensure employees remain valuable to their organisations for a decade or more—an approach that will become increasingly relevant as the pace of change accelerates.
“The AI landscape is evolving rapidly,” he says. “What was cutting edge a year ago may be obsolete today. That’s why our curriculum is constantly revised to reflect the latest developments, such as generative AI and AI agents.”
Ultimately, fostering a culture of continuous learning is not just beneficial—it is essential. Companies that embed upskilling into their core operations will be better positioned to adapt, innovate, and compete in AI.
—
Image Credit: General Assembly
The post Upskilling in the AI era: Why passive learning will not cut it anymore appeared first on e27.