Upskilling and reskilling: the silent challenge facing SMEs in the age of automation

Automation and digitalisation are transforming businesses. For many Spanish SMEs, the challenge is not the technology itself, but adapting their teams to new ways of working.

This is where upskilling and reskilling come into play: updating existing skills and acquiring new competencies to keep teams competitive and motivated.

The legal duty to provide training

Far from being a mere recommendation, employee training is a legal obligation for employers, especially when technological changes occur. The regulations are clear on this point:

• Article 23.1.d) of the Spanish Workers’ Statute recognises employees’ right “to the training necessary to adapt to changes made to their job position”. This training must be provided at the company’s expense and is considered effective working time.
• Additionally, Article 23.3 of the same Statute establishes the right of employees with at least one year of service to 20 hours of paid annual training leave related to the company’s activity.

This obligation is reinforced by the Employment Act, which in its Article 33 highlights training as a means of improving professional skills and contributing to business competitiveness, particularly in the context of digital transformation.

When we talk about automation, many SMEs fear that jobs will disappear. The reality is different: tasks change, roles evolve, and opportunities arise for those who train and adapt. Investing in internal development not only protects jobs, it also reduces turnover and increases engagement.

Change management: reorganising roles and working conditions

When automation reshapes job functions, two main paths open up for companies. The correct approach will depend on the scale of the change and on prior compliance with the duty to provide training.

• Functional mobility: if reskilling involves an employee taking on duties different from those of their professional group, the legal limits of functional mobility must be respected. This requires proper justification, respect for the employee’s dignity and adequate training.
• Substantial modification of working conditions: the implementation of new automated systems may involve changes to working hours, schedules, shift patterns or performance systems. If these changes are substantial, the company must follow the legally established procedure, which includes a consultation period with employee representatives and proper justification.

A learning culture: small but powerful

It is not about launching large training programmes, but about creating habits of continuous learning. Some key actions include:

• Identifying which skills are critical for the present and the future.
• Encouraging internal mentoring and practical peer-to-peer sessions.
• Recognising and rewarding employee development.
• Measuring how these initiatives impact results and productivity.

A team that learns together grows faster and adapts better to change.

How Adlanter supports SMEs

At Adlanter, we support SMEs throughout the entire change adaptation process with a comprehensive approach to human capital management. Through our Talent area, we help you assess profiles, define development pathways and attract the ideal candidate, while our Labour team ensures regulatory compliance and proper people management.

Thanks to our Labour 360 model, we integrate labour + talent + international mobility to deliver a complete service as your HR partner. This way, your company can drive upskilling and reskilling initiatives and leverage automation as a genuine growth opportunity.

If you would like more information, contact our professionals with no obligation.