Why Upskilling in Southeast Asia Is the New Hiring Strategy
- Ma
- Jun 30
- 3 min read
I recently came across a report that really hit home, here's what happned with upskilling in Southeast Asia:
Only 30% of Southeast Asian companies have a cohesive strategy between their HR and L&D teams.
(Source: Coursera × ETHRWorld SEA, 2024)
Not shocking — but deeply concerning. Especially when we’re in a region facing rapid digital transformation, shifting workforce expectations, and ongoing pressure to retain top talent without always buying it from the outside.
Why Upskilling in Southeast Asia Builds Better Talent Pipelines
The Problem?
Most companies are hiring reactively, while training teams based on yesterday’s needs. HR teams scramble to fill roles. L&D rolls out generic learning programs. And somewhere in between, we’re missing the opportunity to turn internal talent into our next top hires.
Across Malaysia, Singapore, Indonesia, and beyond, I see the same gap: We’re looking outward when we could be building from within.
This disconnect isn’t just inefficient — it’s expensive. Hiring externally every time there's a skill gap drains budgets, extends time-to-fill, and often results in lower retention. Meanwhile, high-potential team members stagnate, frustrated that no one is investing in their growth.
So What’s the Fix?
We need to stop seeing hiring and development as two separate departments. They’re part of the same ecosystem — and when they move together, the results are powerful.
Here’s what that can look like:
Map your team’s future, not just today’s gaps
It’s no longer enough to ask “who do we need right now?” Start asking, “who do we need in 12 months?” and “what roles are evolving in our business?” Once you know that, you can start looking internally — and developing people into those roles before you even list them externally.
Turn your L&D team into strategic partners, not service providers
If Learning & Development only shows up during onboarding or compliance training, you're underutilizing a major asset. Get L&D involved in workforce planning and ask them:
What skills are we underestimating internally?
Where are we missing coaching or stretch assignments that could unlock leadership potential?
How can we close skill gaps before they appear in job descriptions?
Grow your next leaders before you desperately need them
Companies often wait too long to build middle management. Then suddenly, a team lead leaves, and there’s no one ready to step up. Instead of hoping to find a “plug-and-play” manager, start mentoring and developing your high-potential talent early. The ROI is better, the loyalty is stronger, and the cultural alignment is already there.
Why This Matters More Than Ever in Southeast Asia
SEA isn’t just competing locally anymore — we’re up against remote global teams, AI-enhanced roles, and rising expectations from younger workers who demand growth, feedback, and flexibility.
Job security is no longer just about a paycheck — it’s about career progression.
And in this region, where companies are still catching up on digital readiness, the smartest strategy is to grow your internal bench strength. Not just for efficiency. Not just for cost. But because your next best hire might already be sitting two desks away — they just need the right direction and support.
Workforce growth in 2025 won’t be about how fast you hire. It’ll be about how well you can spot, shape, and retain the talent you already have.
And honestly? That’s something more companies need to start talking about — and planning for — now.
Is your company investing in upskilling seriously, or still hiring reactively? Follow us for more people-first hiring insights from the SEA market.
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