Train, learn, reinvent yourself: in 2025, these words are no longer just HR talk. They have become a strategic necessity. Faced with technological, ecological and demographic changes, companies no longer really have a choice: they must focus on the continuous development of skills to remain competitive, attractive and agile.
But behind this injunction to training lie three key notions that it is useful to distinguish clearly: upskilling, reskilling and cross-skilling. Three ways of learning, three different dynamics… but the same objective: to prepare employees (and organizations) for the future of work.
Three words, three complementary realities
Let’s start by clarifying the terms, as they are often confused.
Upskilling: progressing in your current profession
Upskilling consists of acquiring new skills to improve in your current role or evolve in the same direction. It is the rise of power in one’s own field.
Let’s take a concrete example: a web developer who learns a new programming language, a salesperson who trains in artificial intelligence tools to personalize his sales, or a technician who learns to use more automated equipment.
Upskilling is the promise of seamless progression: we capitalize on what we already know to go further.
Reskilling: changing jobs or paths
Reskilling represents a change of direction. It involves learning entirely new skills to do another job — often as part of a retraining.
This movement is particularly crucial today, at a time when certain professions are disappearing while others are emerging at high speed. An administrative assistant who becomes a digital project manager, a production worker who trains in robotic maintenance, or even a logistics employee who specializes in cybersecurity: these are typical examples of reskilling.
It is also an approach increasingly encouraged by companies themselves, particularly when they seek to reposition their employees rather than recruiting massively from outside.
Cross-skilling: broadening your horizons
Finally, cross-skilling consists of developing transversal skills, sometimes far removed from one’s core business. The idea is to gain versatility and a global understanding of how the company operates.
This can concern technical know-how, but also — and above all — soft skills: communication, stress management, management, creativity, team spirit, etc.
Cross-skilling is often the discreet parent of training: less visible than reskilling or upskilling, but just as valuable. It is he who promotes interdepartmental collaboration, adaptability and cohesion in teams.
2025: professional training, a shared issue
If these notions are gradually becoming established in the language of HR, it is because the reality on the ground requires it.
According to the 6th edition of the Training and Employment Barometer, published in 2025 by Center Inffo and CSA Research, 69% of French workers say they are confident in their professional future, a figure up compared to 2024. And above all, 74% consider that training is above all their own responsibility.
This shift is major: it marks the end of “undergone” training and the emergence of a culture of continuous learning. Employees no longer just want to “be trained”, they want to choose to train, to remain active in their development.
But this confidence also comes with concerns. The same barometer shows that the impact of artificial intelligence on professions has become one of the main concerns of the French. Result: more and more companies are engaging in upskilling and reskilling programs linked to AI, digital and ecological transition.
Companies in transition: the example of the Opco EP barometer
Opco EP, which supports more than ten thousand local businesses, published its Transitions & Skills Barometer in 2025. The observation is clear: small businesses are facing massive transformations (digital, ecological, but also demographic) which are changing the way they work.
Nearly one in two companies say they have identified urgent training needs to support these changes. Some must learn to manage digital tools, others to respond to new environmental requirements or to pass on knowledge in the face of retirement.
In this context, cross-skilling takes on its full meaning. It’s not just learning a new profession, but developing the ability to learn continuously, collaborate across generations and adapt to new business priorities.
Digital transformation drives upskilling
Digital remains the main driver of this dynamic. According to the France Num 2025 Barometer, carried out among more than 11,000 French VSEs and SMEs, 55% of companies say they have internal digital skills — an increase of nine points in one year.
However, only 20% have actually trained at least one employee in digital technology in 2024. This means that a large majority still remains behind, due to lack of time, budget or visibility on specific needs.
In other words: managers know that training is necessary, but are still struggling to structure a large-scale upskilling policy.
However, the benefits are clear: companies that invest in the digital training of their employees are more efficient, more agile and more attractive on the job market.
A progressive, but still uneven, awareness
Medef, in its first “Business & Training 2025” Barometer, highlights a nuanced reality: while the vast majority of companies recognize training as a strategic lever, many still perceive it as a regulatory constraint or a cost rather than an investment.
Three priorities emerge:
- Support VSEs and SMEs, who are often helpless when it comes to the systems.
- Simplify administrative procedures related to training.
- Really measure the impact of training actions.
This is where the notion of evaluation takes its place. Measuring the effects of an upskilling or cross-skilling program not only proves its effectiveness, but also justifies continued investment.
The Kirkpatrick model, which evaluates training at several levels (reaction, learning, behavior, results), remains a valuable reference for monitoring employee progress and identifying the most promising skills.
Towards a “2025 skills barometer”
In light of these studies, we can draw a realistic portrait of the current situation. If we were to imagine a global barometer of upskilling, reskilling and cross-skilling practices in 2025, it would probably look like this:
- 45 to 55% of companies have already launched an upskilling program.
- 25 to 35% lead reskilling initiatives, often linked to retraining or internal mobility.
- 30 to 40% work on cross-skilling, focusing on soft skills and versatility.
The most advanced sectors are, unsurprisingly, information technology, health and industry, while artisanal VSEs or very local structures are progressing more slowly.
The main obstacles remain the same: lack of time, cost, difficulties in identifying precise needs, and complexity of the systems. However, the positive impacts are very real: better employee loyalty, increased capacity for adaptation, and increased attractiveness among younger generations.
The key role of cross-skilling: more than a trend, a philosophy
Long considered “less priority”, cross-skilling is now taking a central place. In a changing professional environment, the most valuable skill becomes the ability to learn, collaborate and adapt.
Companies that encourage versatility and curiosity among their employees fare better in the face of uncertainty. Cross-skilling develops organizational resilience: teams become able to take turns, understand the challenges of other departments, and react collectively to unforeseen events.
It is also a strong lever for motivation. An employee who leaves his comfort zone to explore new skills often finds a new professional lease of life. And in a market where the quest for meaning takes precedence over simple job security, this openness becomes an asset for building loyalty.
