Page 69 - IMDR - Journal of Management Development and Research - March2019-20

upskilling- If you as an employer ask about the problems, the answer

might come from current state. And therefore, one might go into
consulting mode of resolving upskilling. In this mode, upskilling will

not be seen as positive approach towards change.
c. Tell solution for enrolments- If you wish to tell the employees about

what should do and what shouldn’t, it will be a mentoring for which the
ownership of mentoring might not be shared and asked for.

d. Ask for solution- Ask employees or employers what if they do upskill

themselves and otherwise. Also ask for solutions and options through
which they wish to enroll for upskilling. This will not improvise the

ownership of upskilling.

Conclusion
After learning the current reality and future perspectives of upskilling in SMEs, what

should be the way forward?

I think, if we also understand the emotional dynamics associated with the current reality,
it will certainly give us more avenues to upskill the SMEs as sector.

Majority of SMEs are still on the Denial phase of change curve wherein futuristic

problems or aspired future is not brought to the awareness of them. And therefore, it is
the responsibility of the training industry or immediate market to create the forces to

accept the change and welcome upskilling as part of necessity instead of good-to-have
competency.

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