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Studies show that the twenty-first-century construction industry needs reskilling and upskilling tools to train large numbers of the workforce for better-integrated project delivery. Evidence shows that digitisation via the fourth industrial revolution (4IR) technology can play a critical role in reskilling and competency demand. Attempting to use digital technology may have had some challenges. Studies about the perceived hindrances facing Nigeria's built environment professionals (BEP) reskilling and upskilling needs in the workplace via 4IR technologies are scarce. Thus, the study investigated the perceived encumbrances facing Nigeria's BEP training needs and proffered measures to improve their performance in the workplace via 4IR technologies.

The researchers engaged BEP in Lagos and Abuja, Nigeria. Regarding the data collection, a qualitative research design was adopted. The study achieved saturation after 32 virtual interviews. A thematic analysis was adopted for the collected data.

The study shows that using 4IR for reskilling and upskilling will enhance integrated project delivery. But the level of usage in training needs is low. Findings identified the various ways reskilling and upskilling could be achieved. Also identified are the major built environment areas that require 4IR training. Findings highlighted possible encumbrances facing the use of 4IR technologies by Nigerian BEP for reskilling and upskilling needs in the workplace and proffered feasible measures to improve 4IR usage for training needs.

The study is restricted to the perceived encumbrances and proffers measures to improve BEP reskilling and upskilling needs via 4IR technologies via a qualitative method. Future research is required to validate the findings and test the proposed framework that emerged from the study.

The study confirms that reskilling and upskilling measures are required at all skill levels and may lead to economic growth. The paper would advance Nigerian higher educational accreditation agencies and various BEP regulatory bodies to review the curriculum and incorporate 4IR as a component or module.

The thematic network analysis and proposed framework could be utilised to stimulate Nigeria's BEP reskilling and upskilling needs in the workplace via 4IR technologies. It would stir main stakeholders, especially government policymakers, to facilitate programmes to improve 4IR technologies usage.

This paper sets out why reskilling is an essential element of an effective talent strategy and outlines the key steps to successful reskilling.

A qualitative review of methodologies and practices for reskilling is presented in this paper.

Reskilling is an essential organisational practice allowing employers to respond effectively to turbulent business conditions. Organisations need to engage in three priority actions: strategic workforce planning, adopting flexible work design practices and developing targeted upskilling and reskilling programmes.

This is a synthesis of a variety of ideas about how to approach reskilling and reflects practices adopted by organisations.

Introduction: Artificial intelligence (AI) has progressed significantly over the past few years, evolving into a collection of innovative tools that provide a competitive advantage to businesses. The acceptance and investment in AI are skyrocketing over the globe. The entry of AI in the workplace automates tasks and impacts making a timely decisions. At the same time, the workforce is not ready to welcome the new technology due to the skill gap. The organisation has to face many challenges in reskilling and convincing the workforce to incorporate AI in their work.

Purpose: With this study, the authors aim to analyse and highlight the introduction of AI in the organisation and the call for the reskilling of the workforce. To figure out what skills are most important for employees to learn to advance their careers.

Methodology: Given the deductive nature of the study, the researchers used secondary data collected and compiled from research papers, publications, websites, HR blogs, survey reports, etc. Research papers from reputed journals, reports of consultancies and agencies have been considered to synthesise the information and present it in a systematic manner and to derive the conclusion.

Findings: The findings indicate AI’s capabilities and applications have grown considerably, which shows the importance of AI in a growing number of fields, yet several hurdles need to be overcome, the most prominent one being the issues concerning upskilling the workforce for the future of AI. This study reveals the change in the perceived importance of the skills in the present and future times. Reskilling and upskilling the workforce and creating new talent to meet the changing employment demands is becoming increasingly important.

In this paper I begin to answer the neglected question of “When to downsize?” Specifically, is downsizing and the associated reskilling of workforces an appropriate response to technological discontinuity? Based on past organizational literature written about technological discontinuity, downsizing, and reskilling, I develop a theoretical framework that indicates when downsizing following a technological discontinuity will increase organizational effectiveness. Propositions are developed based on this framework. The paper concludes with a discussion of the implications for managers and future researchers.

This research explores the link between job redesign and skilling in three Lebanese service provider industries, aiming to understand how these factors affect organizational agility, a crucial factor for efficiency and effectiveness and promote long-term interventions through job redesign, upskilling and reskilling.

This study employed two surveys, one for personnel (employees) and one for human aid managers (HR managers). These surveys collected data from 384 employees and 67 HR managers. The study utilized a work design questionnaire (WDQ), skilling application evaluation and the change acceptance model and testing to evaluate job redesign, skilling application effectiveness, technology acceptance and change readiness.

It was revealed that there is a significant and positive relationship between job redesign and the application of skilling programs. This relationship was shown to enhance organizational agility, with a particular focus on employees' technology acceptance and readiness for change. The integrated framework that combines job redesign, upskilling and reskilling was empirically tested and found to enable organizations to build their agility. The study also identified challenges and offered solutions for implementation, emphasizing the importance of employee responsiveness.

This research emphasizes the need for organizations to adapt job designs and enhance employee skills to enhance organizational agility, recommending a structured approach that combines job redesign and skill development efforts.

This research integrates job redesign, upskilling and reskilling in Lebanese service provider industries, contributing to organizational change and workforce development. It emphasizes technology acceptance and readiness for change.