Design and Structural Elaboration of a Reskilling Model for Human Resources (Case Study: Public and Private Hospitals in Yazd)

Abstract

In a context where work environments are undergoing rapid and continuous transformation, reliance on traditional skills and past knowledge is no longer adequate for addressing complex and multidimensional organizational needs. To survive and maintain competitiveness, organizations are compelled to invest in the reskilling of their human resources. The purpose of this study is to design and structurally elaborate a human-resources reskilling model. The methodological approach is an exploratory mixed-methods design, employing thematic analysis in the qualitative phase and structural equation modeling in the quantitative phase. The qualitative findings include 92 basic themes, 25 organizing themes, and 7 global themes such as the macro-policy system of reskilling, technology-driven cognitive mapping of reskilling, the schema of strategic human-resource actions, skill-based resilience building, operational competitiveness, evolutionary development of the reskilling system, and employees’ psychological empowerment. The quantitative findings indicated that the macro-policy system of reskilling constitutes a central and foundational construct with the greatest effect on the schema of strategic human-resource actions. The construct of the strategic human-resource actions schema functions as the operational core of the model, linking macro-level policies to the operational level, and demonstrates a positive and significant relationship with three constructs: technology-driven cognitive mapping, operational competitiveness, and skill-based resilience building. Moreover, the two final constructs of the model—evolutionary development of the reskilling system and employees’ psychological empowerment—exhibited desirable levels of model fit, indicating that the reskilling system becomes effective when policymaking, technology, resilience, and human resources converge in an integrated manner to shape the trajectory of growth and self-correction in the health-care system. Ultimately, it can be argued that hospital system management must shift its policymaking perspective on reskilling and view it through a transformational lens in practice, thereby enabling a deeper linkage between service delivery and learning among human resources. Furthermore, instead of temporary or incremental upskilling, managers should pursue the long-term development of an architectural, skill- and knowledge-based structure. Such an approach reduces instrumental views of skills and replaces them with a capital-investment orientation.