Can you give an example of how you've successfully upskilled or reskilled an internal candidate for a specific role? What approach did you take?

Question

Navigating the complexities of workforce development, this article demystifies the process of upskilling internal candidates with strategies garnered from industry experts. It provides a roadmap for transforming employees' skillsets through tailored plans and innovative training programs. Dive into the insights from professionals who have successfully mastered the art of employee evolution in various sectors.

Ronald Osborne · Answer

One example that stands out is when I worked with a mid-sized manufacturing company in the United States. The business was struggling with a lack of leadership in its operations department, which was impacting production efficiency. Instead of hiring externally, I identified an internal candidate who showed potential but lacked formal leadership training. This individual was a senior machine operator with a strong understanding of the company's processes but limited experience in managing teams. Drawing on my MBA in finance and decades of experience coaching business owners, I developed a customized upskilling plan for the candidate. The plan included leadership training, time management strategies, and coaching on how to handle conflict and inspire team motivation. 
Over three months, I conducted weekly one-on-one coaching sessions, paired them with a mentor from another department for cross-functional insights, and implemented a structured feedback loop from their team to track progress. Leveraging insights from the large-scale study I conducted on 675 entrepreneurs, I focused on building their emotional intelligence and decision-making skills, which are critical to leadership success. By the fourth month, the candidate was successfully managing a team of 15, increasing production output by 18 percent while significantly improving morale and collaboration. This approach not only filled the leadership gap internally but also saved the company significant time and costs associated with external recruitment. It's a testament to how strategic upskilling, guided by experience and proven frameworks, can drive remarkable results.

Nick Esquivel · Answer

We successfully upskilled an internal IT support specialist into a cybersecurity analyst role by creating a tailored development plan. First, we assessed their current skills and mapped them against the competencies required for the new role. Next, we provided access to relevant certifications (like CompTIA Security+), paired them with a mentor from our cybersecurity team, and gave them hands-on experience by involving them in small projects.
Within six months, they transitioned into the role, and within a year, they were leading incident response efforts. The approach worked because it combined structured learning with practical application. Key takeaway: focus on personalized development paths and provide real-world opportunities to practice new skills. This not only retains talent but also builds loyalty by showing employees you invest in their growth.

Joel Butterly · Answer

As a cross-functional cross-train, I developed a systematic role rotation process for an employee, taking them through three months across various departments. Through this program, we wanted to give that employee hands-on experience and insight into how different functions within our organization work. This provided development in a variety of skills and relationships across teams and a more comprehensive view of the business by 'walking a mile' in different roles.
Now while doing the rotation, we made sure to get the employee actively working on valuable projects across departments. For instance, they advised on priority initiatives across operations, marketing, and finance, providing them visibility into the unique challenges and opportunities that each area faces. They gave regular check-ins and feedback sessions to help them assess their progress and resolve any questions or challenges that might arise along the way.
Through this exposure, they saw how their would-be cross-functional role would fit into and align with the organization's higher-level missions. As they completed the program, the employee emerged with an enhanced technical capability for their new role and also improved problem-solving skills, adaptability skills, and insight into team dynamics. The reason that this approach worked so well is that it was structured, it was intentional, and they were able to move into that role with the right amount of confidence and knowledge to be successful in their new position.
The secret sauce of the program was designing the rotation around the employee's strengths and career goals while also satisfying an organizational need. Support, clear expectations, and allowing the employee to make real contributions made it mutually rewarding for both the employee and the company.

Jovie Chen · Answer

Upskilling an internal candidate at Zogiwel often happens when we spot someone who naturally embodies our brand values but lacks specific technical skills. We had a team member interested in moving into digital marketing from a customer service role. Recognizing the value of her customer insights, we set up a shadowing system where she spent time each week with the marketing team to understand analytics, campaign strategies, and social media management through hands-on experience. We paired this with online courses focused on SEO and content creation to fill any technical knowledge gaps. Creating a buddy system proved invaluable. Partnering her with a marketing mentor gave her a safe space to ask questions and receive feedback. This not only accelerated her learning but also built her confidence in her new role. A practical tip here is to create a learning dashboard where both mentor and mentee track progress and set short-term goals. This approach ties learning outcomes directly to real-world projects, enhancing both skill acquisition and contribution to the team.

Randy Kunik · Answer

After an employee came to me with a serious interest in moving from admin into a marketing job within my company, I knew there was potential for internal growth and believed it was important to harness their passion for our industry. In order to shift this aspect, I introduced a one-on-one mentorship program. This started with pairing the employee with an experienced member of the marketing team, who had a proven track record in both strategy and execution. I chose this mentorship pairing to provide personalized guidance, contextualized feedback and time for the mentee to develop knowledge of what might work in their unique scenario, as well as building confidence.
The mentorship was designed over six months, hands-on projects and tasks were aligned to key marketing responsibilities. The employee started out helping with smaller scale things like writing social media posts, helping in brainstorming sessions, and researching market trends. Their responsibility grew gradually as they acquired the basic skills along with the knowledge of marketing concepts. Soon after, they were assigned to run pieces of larger campaigns that offered them a real sense of ownership and accountability.
Adding weekly check-ins between the mentor and mentee made sure that the service provided continued support and possibility to solve any challenges. Constructive critique allowed them to sharpen their skills in the moment, and the mentor provided additional insights around best practices in the field. At the end of the six months, the employee acquired not just technical skills in marketing, but also a fantastic approach to strategy and teamwork. By allowing a slow, steady program of joining the marketing team it enabled them to feel confident and able to actually join the marketing team.

Timothy Brooks · Answer

Training a potential internal manager takes effort, but it can also be a source of great reward. In this particular case, the candidate demonstrated high potential (e.g., strong communication skills, ability to work with peers, understanding of the business). But they did not have formal leadership skills, which were the most important for the job. I was thus conscious of the gap and the need to fill it, and I set out developing a structured training program to help and guide them through each of the gaps that they had and to enable them to go on and become successful as a manager.
The training program was executed over 3 phases. The first phase involved workshops and seminars on foundational leadership principles. These sessions included topics on effective decision making, conflict management, team dynamics, and performance management. I worked to make the training engaging and applicable, using real-life examples that mirrored situations they might have encountered in their new role. The first phase set the foundational theory of leadership and the context for applied learning.
In the second phase, I invited the candidate to shadow seasoned managers. Shadowing provided an on-the-ground view of leadership in action. Over this time, the candidate saw how seasoned managers led team meetings, delegated tasks, addressed employee issues, and dealt with pressures. These opportunities to apply classroom theory to practice in the real world would prove invaluable for them as they learned the complexities of leadership within a contextual space.
The last phase was the active phase and involved participation and feedback. I gave the candidate small (if strung together) leadership tasks, like leading a team project or running a meeting. These tasks provided them the opportunity to test their new skills in a controlled environment. I regularly gave honest feedback, pointing out what they did well and what could improve. Through an iterative process of practice and feedback, they were able to refine their approach and build confidence.
By the end of a few months, the candidate showed a lot of improvement. They made decisions with a higher degree of wisdom, effectively led their teams, and created a positive work environment. They not only learned what was needed to excel in the managerial position, they had also garnered the respect and trust of their team by the time they transitioned.

Justin McKelvey · Answer

During my time at SuperDupr, I once needed an internal candidate to take on a lead role in a client project focusing on process automation. I saw potential in someone from our design team, who was more than willing to take on this challenge. To prepare, I emphasized both on-the-job training and direct mentorship in process optimization and strategic project management. 
I integrated him into an ongoing project at Goodnight Law, where he could immediately apply his skills and learn from real-world challenges. This hands-on approach not only refined his technical abilities but also increased his understanding of client dynamics, resulting in process efficiencies that improved client satisfaction by 30%. It's crucial to align training with both individual strengths and immediate business needs, fostering personal growth and direct impact. 
At SuperDupr, we focus on fostering a culture of continuous learning and agile adaptation. One successful example was when we needed someone to handle our growing NFT projects. I identified a team member with a passion for digital art but limited technical experience in blockchain. I designed a development plan combining mentorship, workshops, and hands-on project involvement. 
Within five months, the team member transitioned into a lead role, driving several NFT launches and increasing project completion rate by 25%. This strategic upskilling was pivotal in expanding our blockchain offerings. This approach leveraged their inherent passion while equipping them with new competencies, proving that aligning personal interests with business needs can yield exceptional results.

Jimmy Hertilien · Answer

In my experience, successfully upskilling or reskilling an internal candidate often involves leveraging diverse skill sets from different backgrounds. When I transitioned from a network engineering role to construction management, I identified an internal candidate with a strong analytical mindset and technical prowess. I coached them to apply these strengths in project management within our construction team. By utilizing their background in technology, we focused on project timeline software and data analytics to manage large-scale construction projects. Within a year, not only did the employee excel in managing timelines and resources, but our project completion efficiency improved by 15%. This cross-disciplinary approach improved both their capability and our project outcomes. I always emphasize the importance of bridging skills, taking core competencies and expanding their application across different domains. This strategy aligns skills with evolving industry needs while ensuring the individual's growth aligns with company objectives.

Peter Wootton · Answer

When we needed someone to step into an SEO role, we decided to upskill a content writer from our team rather than hire externally. They already had a great understanding of our brand and showed a real interest in strategy and analytics, even though they didn't have formal SEO experience. It felt like a perfect opportunity to help them grow while filling a gap in our team.
We started small. First, we gave them access to some great online courses and workshops to build their foundational knowledge of SEO - things like keyword research, on-page optimization, and the basics of technical SEO. At the same time, we paired them with our in-house SEO expert for hands-on mentoring. They learned to use tools like Google Analytics and SEMrush while working on real projects, which made the concepts stick.
As they gained confidence, we set achievable goals to help them apply what they were learning. One of their first projects was optimizing a set of underperforming blog posts by updating keywords and improving meta descriptions. It was a small but impactful task, and they could see the results in real time, which was incredibly motivating.
Within a few months, they started taking on bigger responsibilities, like running site audits and helping shape our content strategy. Watching them grow into the role was so rewarding - not just for them but for the whole team. In fact, their work led to a noticeable boost in organic traffic, which felt like a win for everyone.
This experience showed me how powerful it is to invest in the people you already have. Not only did we fill the role, but we also helped someone realize their potential, which created a ripple effect of motivation and positivity across the team.

Meghan Calhoun · Answer

At Give River, our 5G Method includes a comprehensive Learning Management System (LMS) that has been instrumental in upskilling employees. For instance, we had an employee eager to move from advertising sales to a leadership role. We used our LMS to offer custom River Runs, which are mini-courses designed to drive professional growth through gamified content.
Through coordinated use of these mini-courses, along with our auto-enrollment feature ensuring seamless access to resources, the employee completed leadership training with measurable outcomes. Within six months, not only did they transition smoothly into a management position, but they also contributed to a 22% boost in team productivity, aligning closely with our insights that effective leadership training can provide such results.
Our focus is on creating a culture of continuous learning and changing theoretical skills into practical applications. We empower our employees by layering learning experiences with real-time feedback and recognition, ensuring that growth isn't just encouraged but actively celebrated.At Give River, we've successfully upskilled internal candidates using our integrated Learning Management System (LMS) and River Runs mini-courses. One instance involved a team member transitioning from an administrative role to a project management position. Leveraging the 5G Method, we combined gamified learning and curated content to build core project management skills.
We incorporated real-time feedback loops and recognition, rewarding the candidate for completing specific milestones. This approach not only boosted her skillset but also increased her confidence and engagement. Within three months, she led a critical project that reduced operational costs by 15%.
The use of gamification in training offered a fun, engaging, and efficient way to achieve the desired outcomes. By integrating learning with existing tools like Slack and MS Teams, we ensured seamless communication and a smooth learning curve.

Ryan T. Murphy · Answer

At UpfrontOps, we've upskilled internal candidates by leveraging short, intensive learning pathways that align with our needs, specifically using AI and machine learning. One standout instance involved transitioning a project coordinator to a RevOps analyst role. We adopted a custom approach by pairing coursework related to CRM systems with real-time project responsibilities. This included Salesforce certification, which was instrumental in developing the necessary skill set. The candidate achieved certification in three months, and we saw a 40% improvement in CRM efficiency, showcasing the impact of structured upskilling. This initiative not only improved our operational capabilities but also reinforced our commitment to internal growth. In my experience as the Founder of UpfrontOps, one of our key successes in upskilling an internal candidate came when we needed someone to manage a new AI-driven project for one of our elite TechOps services. I spotted potential in a team member who was originally in a more conventional operations role. I initiated a personalized training path, combining online AI and machine learning courses with practical projects that involved hands-on applications. Within three months, this team member transitioned from beginner to leading the AI integration, improving project efficiency by 20%. This approach demonstrated the value of combining structured learning with immediate application. To replicate this, identify a candidate's strengths aligned with the upcoming role, provide them with specialized resources, and ensure opportunities to apply new skills immediately. This nurtures both personal growth and direct business impact, showing reskilling is both achievable and beneficial for operational agility.

Amaury Ponce · Answer

At Ponce Tree Services, one of the most rewarding examples of upskilling involved transitioning a field crew member into a leadership role as a crew supervisor. This employee had been with us for several years and consistently demonstrated a strong work ethic and a willingness to learn. However, they lacked formal training in team management and advanced arborist techniques, both of which were essential for the role. Drawing from my own experience in the tree industry and my qualifications as a certified arborist with a TRAQ certification, I designed a tailored training program to bridge the gaps in their knowledge. This included hands-on mentoring, weekly progress reviews, and shadowing me directly on complex projects to understand how to lead teams effectively and assess tree health from an expert perspective. Additionally, I enrolled them in a local arboriculture workshop to strengthen their technical foundation.
The result was remarkable. Within six months, this individual transformed into a confident leader capable of managing multiple crews and ensuring that every job met our high standards. Not only did this upskilling improve their career prospects, but it also strengthened our team dynamics and operational efficiency. My years of experience allowed me to pinpoint exactly what they needed to grow, while our family-owned business environment ensured they felt supported throughout the process. This success story reaffirms my belief in nurturing talent from within and the value of personalized training to unlock potential.

Peter Hunt · Answer

One example that comes to mind is when I upskilled one of our physical therapists at The Alignment Studio to take on a leadership role in our Pilates program. The team member initially joined us as a physical therapist with a strong clinical background but limited experience in Pilates instruction. Recognizing their potential and the growing demand for a more integrated approach to rehabilitation and movement, I devised a structured plan to develop their skills in this area. Leveraging my 30 years of experience in musculoskeletal health and rehabilitation, I mentored them closely, sharing insights on how physical therapy principles could seamlessly align with Pilates techniques to enhance patient outcomes.
The approach included hands-on training, enrolling them in formal Pilates certification courses, and regular one on one sessions where we worked together to refine both their technical delivery and communication skills with patients. I also encouraged shadowing senior instructors to gain exposure to real-life application in a clinical setting. Over several months, this individual became not only a certified Pilates instructor but also a trusted leader within our integrated care model. They now oversee our Pilates programming, combining physical therapy and movement-based treatment to help patients recover faster and improve their long-term well-being. This success was a result of fostering confidence, providing structured support, and sharing the depth of experience that I've gained in my career, empowering them to step into a more advanced role that benefits both our clinic and our patients.

Ryan Eten · Answer

At Jolly Enterprises, we emphasize growth from within by aligning individual strengths with company needs. One time, I noticed an employee in the Plumbing division who showed exceptional potential in problem-solving but lacked formal sales training. I developed a custom program combining on-the-job training with bi-weekly mentoring sessions, focusing on customer interaction and advanced sales techniques.
This approach rapidly improved the employee's effectiveness, boosting their customer satisfaction scores by 15% within three months. This success demonstrated the power of leveraging existing skills with targeted learning paths to drive business growth. Identifying and nurturing internal talent not only improves individual careers but also strengthens our team's capability and community trust.

Tomasz Lewandowski · Answer

When I needed someone to handle social media for my e-commerce store, I identified a team member with a knack for creativity but no formal experience. I started by assigning small, manageable tasks like scheduling posts and responding to comments, pairing them with bite-sized training on tools like Canva and analytics platforms. Weekly feedback sessions were key, focusing on what worked and how to improve. Within two months, they were confidently creating content, analyzing performance, and driving engagement. The key? Hands-on tasks, consistent feedback, and making them feel supported, not overwhelmed.

Jason Plevell · Answer

At The Obstacle Remover, I've successfully upskilled internal candidates by focusing on aligning their core values with their role's new demands. For example, a client in transition from a technical role to a management position needed to develop leadership skills. I used the Intrinsic Value Blueprint to improve his discipline and self-worth, central to effective leadership. We conducted resilience and mindset training sessions, leveraging methods like the S.T.E.A.R. Cycle to shift limiting beliefs and empower his decision-making. Within six months, he reported improved team cohesion and increased project efficiency by 20%. The key is in changing personal growth stories into actionable skills. Men deal with unique pressures, and by using custom coaching strategies, we translate their intrinsic strengths into capabilities that fit their new role seamlessly.

How to Successfully Upskill Internal Candidates for Specific Roles

How to Successfully Upskill Internal Candidates for Specific Roles

Upskill Manufacturing Leader with Custom Training Plan

Tailored Development Plan Transforms IT Specialist

Cross-Functional Rotation Enhances Employee Skills

Shadowing System Elevates Customer Service to Marketing

Mentorship Program Shifts Admin to Marketing

Structured Training Program Develops Potential Manager

On-the-Job Training Prepares Design Team Lead

Cross-Disciplinary Approach Elevates Network Engineer

Upskilled Content Writer Boosts SEO Role

LMS and Mini-Courses Facilitate Leadership Transition

AI and Machine Learning Upskill Project Coordinator

Field Crew Member Transitions to Crew Supervisor

Physical Therapist Leads Integrated Pilates Program

Custom Program Elevates Plumber to Sales Role

Creative Team Member Manages Social Media

Intrinsic Value Blueprint Develops Leadership Skills