In today's rapidly evolving iGaming landscape, professionals face a critical choice in their career development: upskilling or reskilling. But what's the real difference, and more importantly, which path is right for you? We sat down with Valeriia Denysiuk, Learn & Development Manager at RISK, to decode these career development strategies and understand how to leverage them effectively in the iGaming industry.
Let's start with the fundamentals. How would you differentiate between upskilling and reskilling for someone trying to plan their career path?
Valeriia Denysiuk: These terms often get used interchangeably, but they represent distinctly different career development paths. Upskilling is about vertical growth - advancing within your chosen field by building deeper expertise. Think of an HR professional progressing from junior and middle to senior roles, moving from operational tasks to strategic initiatives.
Reskilling, however, is about horizontal expansion. It's about exploring what else you can do beyond your current role. This might mean a complete career pivot, like an HR specialist transitioning to Project Management, or it could involve acquiring complementary skills that broaden your professional perspective while staying within your field.
Why is this distinction particularly relevant in today's iGaming industry?
Valeriia Denysiuk: The iGaming sector is experiencing unprecedented evolution. We're seeing the emergence of hybrid roles that don't fit traditional frameworks. Take HR, for example - the role has expanded dramatically over the past 15 years. Today's HR professionals need to manage complex systems, understand AI applications, handle project management, and work with analytics. This evolution makes both upskilling and reskilling increasingly relevant.
The industry demands professionals who can adapt and grow in multiple directions. It's no longer enough to simply progress linearly in your career; you need to be able to expand your skill set horizontally as well.
How can professionals identify which path is right for them? Are there specific indicators?
Valeriia Denysiuk: It's what I call a "two-way street." On one side, you have individual drive - what we call "professional curiosity." It's that inherent desire to learn and explore new areas, similar to a child's natural curiosity. When you have this curiosity, it leads you to discover opportunities you might not have considered before.
On the other side, you have organizational support. Some companies actively encourage and create conditions for both types of development, while others prefer maintaining traditional career paths. At RISK, we provide space for exploration and discovery, but I've seen more traditional companies where bureaucracy can limit these opportunities.
The key is finding alignment between your personal drive and your organization's approach to development. Without this alignment, professionals often either burn out or leave for other opportunities.
From an organizational perspective, what's more beneficial - developing internal talent through reskilling or hiring new specialists?
Valeriia Denysiuk: I'm a strong advocate for a combined approach. Internal development has clear advantages - these employees already understand our culture and framework, allowing us to experiment within established parameters. However, bringing in external talent introduces fresh perspectives and new ways of thinking.
The magic happens when you combine both approaches. We focus on developing internal talent, especially those showing interest, potential, and that crucial professional curiosity. These employees often drive innovation from within. When you add external hires to this mix, it creates valuable variations in thinking and expands our global professional worldview.
Career transitions often require leaving comfort zones. How can L&D support employees through this process?
Valeriia Denysiuk: At RISK, we're evolving our approach from traditional L&D management to what we call "L&D partnership." This isn't just about providing courses and managing knowledge - it's about creating full partnerships with managers and employees. We work to understand individual pain points, plans, and motivations, then customize our learning systems and tools accordingly.
We're moving away from the classical approach of simply providing courses. Instead, we work directly with core structures in the company, offering comprehensive support on how to use new knowledge, skills, and tools to improve performance and achieve goals. L&D becomes a genuine partner in the development journey, helping to smooth the transition out of comfort zones.
Currently, we're piloting this partnership approach with two teams, and it's helping us refine our understanding of how to best support career transitions.
Can you share some success stories of career transitions you've witnessed?
Valeriia Denysiuk: In my experience, successful transitions often start with high-performing individuals who develop curiosity beyond their current roles. For example, QA specialists frequently transition into Business Analysis roles because their analytical mindset and error-detection skills naturally align with BA requirements. In your company, you might notice similar patterns where employees' natural inclinations lead them to explore related fields.
We've seen successful transitions from Support to Project Management or IT departments. Support roles, in particular, often serve as a springboard for various career paths - I've even seen transitions from Support to HR. The key is recognizing these potential pathways in your organization and creating structures to support them.
Should the initiative for career development always come from the employee?
Valeriia Denysiuk: Not necessarily. L&D and HR professionals can play a crucial role in spotting potential. During one-on-one conversations, you might notice employees sharing interests or demonstrating aptitudes they haven't fully recognized themselves. As an L&D professional, you can use coaching approaches to help them explore these possibilities.
Many people don't clearly see their potential career paths. This is where L&D partnerships become valuable, especially when your organization maintains detailed skill sets and career frameworks. At RISK, we're currently focusing on training managers and people partners to build a development culture, helping them identify which skills their teams need and how to nurture them.
What are the biggest challenges professionals face when making these transitions?
Valeriia Denysiuk: Any change, even positive change, can be painful. You need to navigate through what I call the "sinusoid" - from depression to acceptance, even when it's your own choice. It's particularly challenging when you've already mastered certain skills and suddenly find yourself back at the beginning.
Think of it like this: you've been working in a well-lit room where you know every corner, and suddenly the lights go out. You have just one match, and you're trying to find your way around. The imposter syndrome hits hard during these transitions - you're essentially starting something new, and that can be intimidating.
How can professionals support themselves through these challenging periods?
Valeriia Denysiuk: First and foremost, recognize that support is crucial. Whether it's a mentor, coach, or manager, you need someone who can validate your experience and remind you that what you're going through is normal. In your organization, try to identify potential mentors who have made similar transitions.
Here are several practical strategies:
When implementing these strategies in your company, consider establishing formal mentorship programs or creating communities of practice where employees can share experiences and support each other.
Speaking of support, should mentorship come from within the organization or external sources?
Valeriia Denysiuk: If your company has internal expertise in the area you're developing, that's often the best place to start. Every organization has its own cultural framework and way of doing things. An internal mentor can guide you through specific organizational contexts while helping you develop new skills.
However, don't limit yourself. External mentorship can provide broader industry perspectives and alternative approaches. The key is finding the right balance for your specific situation.
Looking at future trends, particularly with AI and automation becoming ubiquitous, what skills should professionals focus on developing?
Valeriia Denysiuk: As Yuval Noah Harari discusses in his work about 21st-century skills, one of the most crucial abilities is learning how to learn, relearn, and unlearn. We're dealing with exponentially more information than even ten years ago. AI is everywhere, constantly evolving, and professionals need to adapt quickly.
For your career development strategy, consider these key areas:
How can professionals stay current with industry trends and maintain a broad perspective?
Valeriia Denysiuk: I recommend creating a personalized learning ecosystem. Start with LinkedIn - curate your feed to include relevant industry leaders and thought-provoking content. Don't underestimate AI tools like ChatGPT - they can be excellent resources for exploring new ideas and finding relevant learning materials, especially when you query in English.
Another valuable resource I've found is L&D Shakers - they offer podcasts on Spotify, LinkedIn content, YouTube channels, and blog posts. They provide not just learning methodologies but also current information about AI, management hacks, and practical tools for both managers and employees. Their conference format is particularly innovative - they select about 70 participants to work on cutting-edge industry solutions rather than just passive listening.
For your own development strategy, consider mixing different content types:
Let's dive deeper into dealing with imposter syndrome, which seems to be a common challenge during career transitions. How can professionals effectively manage this?
Valeriia Denysiuk: Imposter syndrome is incredibly common, and I believe the most effective approach is multi-faceted. First, consider professional psychotherapy - it's a powerful tool for addressing these feelings of inadequacy.
Here are several practical strategies you can implement:
For organizations looking to support their employees, it's crucial to create an environment where it's okay to acknowledge learning curves and make mistakes. This might mean implementing regular check-ins, creating safe spaces for discussing challenges, and ensuring managers are trained in providing constructive feedback that builds confidence rather than undermining it.
Any final thoughts on the future of career development in iGaming?
Valeriia Denysiuk: The iGaming industry is becoming increasingly dynamic, and this trend will only accelerate. Whether you choose upskilling or reskilling, the key is maintaining adaptability and curiosity. In your organization, focus on building systems that support continuous learning and development.
The future belongs to professionals who can:
Remember, there's no one-size-fits-all approach. The best career development strategy is one that aligns your personal goals with organizational needs while maintaining the flexibility to evolve as the industry changes.
Thank you, Valeriia, for sharing these valuable insights.
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