With rapidly accelerating technology solutions like GenAI poised to perform just as well (if not better) than humans, workers are realizing that learning is not a “once in a lifetime” endeavor. Rather, they view themselves as in need of “lifelong learning” and upskilling opportunities, according to a recent Gallup poll. Findings of the poll include:
- 26% of U.S. employees strongly agree that their organization encourages them to learn new skills
- 60% of workers who recently learned a new skill did so because it helped them do their job more effectively, and 51% saw it as an opportunity to learn and grow
- Employees who strongly agree that their organization encourages them to learn new skills are 47% less likely to be searching or watching for another job
Gallup results point to many benefits of employer upskilling initiatives, with retention and increased employee motivation topping the list. With benefits like these, why are some employers slow to adopt training programs for employees?
According to LinkedIn Learnings’ 2025 Workforce Trends survey, employees cite a lack of time and resources as the biggest barrier. Systematic challenges within the organization can often hinder managers, employees, and talent teams from being able to prioritize learning and development.
So, what can leaders do to facilitate learning? MIT Sloan Management Review offers some advice:
“Leaders must adopt the approach of ‘going slow to go fast.’ This principle underscores the impact of deliberate, thoughtful leadership in driving lasting change by focusing on building employees’ learning and problem-solving skills.”
Leaders are encouraged to frame problems as opportunities for growth. Employees should be supported in solving problems with a focus on strengthening long-term skills, rather than just acquiring new ones quickly.
This approach mirrors what some call a “coaching culture,” where employee skill acquisition takes place gradually, through hands-on work in real-life problem-solving situations. Leaders or coaches must assess each individual employee’s skill level, provide appropriate development opportunities, and support employees as they struggle to master a skill, be it a technical or soft skill.
Right now, AI skills are the most in-demand. Gartner has practical advice for CFOs charged with training their teams in this new area:
“AI-adjacent competencies (i.e., typical finance competencies that, while not directly related to AI, can be reappropriated for use in AI initiatives) represent a realistic starting point for developing AI skills. Common adjacent competencies in finance include:
- Statistics
- Querying and data visualization
When creating a training program, CFOs can prioritize existing talent with those AI-adjacent competencies first, then position new skills development as an extension of those already present competencies.”
This plan acknowledges that accounting and finance professionals already have some of the skills they need to effectively leverage AI to do their jobs. This is an excellent way to frame upskilling for accounting and finance employees.
Embracing the paradigm shift towards lifelong learning is the only way forward for accounting and finance leaders who want to keep their teams relevant and productive. This requires investing time and resources into continuing education. When upskilling is a priority, everyone wins.