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Yanni Amouris is a seasoned L&D professional with extensive experience in the financial services industry, spanning three continents (North America, Asia and the UK). Passionate about empowering others to be the best version of themselves, his career includes notable tenures at both Barclays and JPMorgan Chase. In the last 15 years, he has held roles ranging from consulting with businesses on L&D and engagement strategies to instructional design, succession planning, and leading leadership development and DEI programs. In his most recent position as a Talent Development Director with JPMC, he oversaw the talent development strategy for the bank's technology workforce. In addition to his MS in HR Management and Development from NYU, Yanni is an accredited coach with the International Coaching Federation. Known for his ability to ask incisive, outcome-driven questions, Yanni empowers clients to unlock their unique potential through their own creativity, experience, and expertise. 

Yanni Amouris

Federal agencies today are caught between two competing tensions. On one hand, there’s mounting pressure to modernize workforce capabilities and close critical skill gaps. On the other, agencies are losing headcount, consolidating systems, and being asked to deliver more with less.This paradox—do more, do it better, but do it with less—makes skill development feel daunting. The assumption that it requires a big budget or a tech-heavy transformation often leads to analysis paralysis. And the often-cited, utopian vision of becoming a “skills-based organization” can feel more aspirational than achievable, especially when just getting started feels overwhelming.New data from the World Economic Forum’s 2025 Future of Jobs Report reveals that by 2030, an estimated 39 percent of workers’ core skills are expected to change or be outdated due to macroeconomic, demographic, and technological shifts.So, here’s a question worth exploring: What if you don’t need expensive software or new infrastructure to grow the skills that matter? How might we tap into what we already have—and build on what we know about how adults actually learn?That’s where the Four Rs Framework comes in: resources, roles, relationships, and reflection. Based on lessons learned from years of public and private sector advisory work, this model helps agencies make practical progress—even with limited tools, budget, and time.Resources: Use What You Already Have When most people think of L&D, they think of content—designing it, delivering it, and scaling it. And while content has its place, many agencies already sit on a wealth of underutilized assets: compliance modules, standard operating procedures (SOPs), facilitator guides, orientation materials, and more.Rather than building something new, the opportunity lies in repurposing and reframing what already exists through the lens of your most critical skills.Tag existing content to your agency’s priority skills.Curate learning playlists by role, level, or skill domain.Reuse onboarding and compliance materials for broader development.Establish content governance to guide future curation.You don’t need more content—you need more clarity and intentionality around how it’s used. According to the 70-20-10 model, only 10 percent of learning comes from formal training, while 20 percent comes from learning through others, and 70 percent comes from experience.Roles: Let People Build Skills by Trying New OnesNo matter how engaging, dynamic, or thought provoking your content is, chances are your learners will forget most of it within hours. In fact, research shows people forget up to 70 percent of new information within 24 hours—and up to 90 percent within a month. One of the most effective—and overlooked—ways to build skills sustainably is to give employees the chance to practice them in real time. Development doesn’t need to come from a classroom or an e-learning module. It can come from stepping into new responsibilities and testing their skills in the flow of work. Ask someone to lead a project outside their usual role.Offer temporary rotations or cross-functional task force roles.Assign someone to shadow or backfill for another team.For learning to stick, people have to get comfortable being uncomfortable. It’s in the vulnerability of trying something new—working in a new function or stretching into leadership—that learning becomes real. This is where skills become sticky through application and reinforcement.Relationships: Make Learning Social Learning has always been social—but today, we can’t ignore just how much we absorb from those around us. We’re constantly scrolling, watching, reacting, and resharing. Whether it’s a TikTok tutorial or a colleague walking us through a process over Teams, our brains are wired to learn through interaction. The same is true at work. People don’t just learn from content—they learn from each other. And in lean environments, where formal training budgets are tight, relationships and internal expertise are powerful development tools.Create mentorship or buddy systems across departments—with a focus on key skills.Encourage peer-to-peer learning or informal knowledge sharing. Highlight internal subject matter experts (SMEs) through “Skill of the Month” lunch & learns.Form learning circles around critical capabilities. Use cohort or community functionality in your learning management system (LMS) or learning experience platform (LXP) to promote knowledge sharing. This isn’t just anecdotal. LinkedIn found that learners who engage with social features consume 30 times more hours of content than those who don’t. All of this requires planning—not budget.Reflection: Turn Experience Into GrowthAs an executive coach, I’ve seen firsthand that real behavioral change doesn’t come from the experience itself—it comes from making time to process it. The same applies to skill-building; it doesn’t stick unless people pause to reflect.Yet reflection is often overlooked. We jump from one task to the next, shifting gears before the learning has had a chance to settle. But when we slow down, even briefly, we create space for growth and reinforcement.Add reflection prompts to training or postmortems.Ask learners to journal or share key takeaways. Debrief after assignments: “What worked? What would you do differently?”A Harvard Business School study found that people who spent just 15 minutes reflecting after a task performed 23 percent better than those who didn’t. If we want skills to be developed for the long run, we need to make space for people to make meaning of what they’ve done. Start Where You AreWhile skill development is sometimes portrayed as a complex process, it doesn’t have to be hard. You don’t need a five-year roadmap or a massive transformation plan to begin. Start with the end in mind: What skills does your agency need to grow?Then, work backward from there—using creativity and a deeper appreciation for how adults learn.Yes, traditional training resources still matter. But employees also crave:Opportunities to apply skills on the jobHuman connection to learn from each otherSpace to reflect and improveThere’s no one-size-fits-all model. But the practices that make skill development effective—application, connection, reflection—don’t require a big budget or a sophisticated tech stack. They require intention, a bit of creativity, and a willingness to start where you are.

Building Skills on a Budget: The Four Rs Framework for Government Agencies

Five key factors that make closing skills gaps and transforming HR technology and processes critically important. 

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