Our Take
The data contradiction is stark: workers who claim they don't need skills training are the same ones worried their jobs will vanish.
Why it matters
AI acceleration is making technical skills obsolete faster than traditional corporate training cycles can address. The disconnect between confidence and anxiety suggests neither side understands what skills actually matter.
Do this week
HR leaders: audit which employees completed upskilling programs in 2024 and map that against performance reviews to identify the actual skills gaps.
DeVry finds workers confident but anxious about skills
DeVry University's third annual upskilling report exposes what researchers call the "Silent Standoff" between employers and workers over skills development. While 85% of workers believe they don't need further qualifications to remain employable over the next five years (per DeVry's survey), nearly half are uncertain whether their job will still be relevant within that timeframe.
The contradiction deepens on the employer side. Companies report providing more access to upskilling and reskilling programs in 2025, yet 69% express concerns about their workers' proficiency and whether employees have the right skills to succeed (company-reported data). Workers, meanwhile, say their access to development opportunities is declining.
Each side expects the other to drive future-readiness, creating what DeVry characterizes as finger-pointing rather than collaboration.
Communication failures mask real skills gaps
The survey reveals a structural problem with how organizations approach skills development during rapid technological change. Workers risk complacency because employers aren't making future skill requirements clear and measurable. Companies invest in programs that workers either can't find or don't value.
The report identifies critical thinking as one example of "durable skills" that both technical and non-technical roles require, but organizations struggle to define what that means in practice or how to measure improvement.
Four fixes for the standoff
DeVry recommends starting with communication audits. Organizations should document how they currently announce upskilling programs and whether workers can easily identify relevant opportunities. The research suggests many programs exist but remain invisible to the employees who need them.
Second, companies need to make future skill requirements specific rather than abstract. Instead of telling workers to "stay current," employers should identify which technical competencies will be required for specific roles in 12-18 months and provide concrete learning pathways to acquire them.
The report emphasizes customized learning over generic training catalogs. This means working with educational partners to create modules that address identified gaps in both technical skills and critical thinking abilities, complete with quarterly milestones and annual learning goals.
Finally, DeVry argues for embedding skills development into regular management conversations rather than treating it as a separate HR initiative. The goal is making upskilling discussions as routine as project check-ins, with workers feeling safe to voice concerns about their future readiness.