TALENT MANAGEMENT IN THE AGE OF CHANGE: RESKILLING AS A STRATEGIC IMPERATIVE

In an era characterized by rapid technological advancements and shifting workforce dynamics, talent management has emerged as a critical focal point for organizations striving to maintain competitive advantage. This study explores the strategic imperative of reskilling within the broader context of talent management amidst constant change. As industries evolve, organizations must proactively equip employees with new skills to adapt to emerging technologies and market demands. Reskilling not only enhances employee capabilities but also fosters a culture of continuous learning and adaptability, essential for organizational resilience. By prioritizing talent management and reskilling, organizations can navigate the complexities of change, ensuring they remain agile and prepared for the future workforce landscape. The findings aim to provide a framework for leaders to design and implement effective talent management strategies that resonate in the age of change, thereby securing a sustainable competitive edge. This study investigates employee perceptions of reskilling programs across various organizations, highlighting their critical role in program effectiveness. Findings reveal significant variations in employee views and also uncovers gender and age-related disparities in attitudes towards reskilling. Women show a strong inclination for continuous learning despite underrepresentation in leadership, while older employees tend to resist change. The study emphasizes the importance of targeted interventions, management support, and a culture of ongoing learning to enhance skill development, boost employee confidence, and improve retention rates.