Author: Puluko Graham Nkiwane

For Mid-Level Technicians, Associates, Artisans, and Clerical Staff, the three most common skills gaps in our organization are:

Advanced Digital Literacy and Software Proficiency
While many of our mid-level staff are familiar with basic office software, there is often a lack of proficiency in more advanced digital tools such as data management systems, specialized software relevant to their roles (e.g., design tools for technicians, or project management tools for associates), and automation systems. These skills are essential for improving efficiency and productivity in a technology-driven environment.

Problem-Solving and Critical Thinking in a Digital Context
Mid-level professionals often struggle to apply critical thinking and problem-solving skills when working with complex digital systems or handling issues related to technology and automation. There is a need to improve their ability to troubleshoot problems with digital tools and processes, ensuring minimal downtime and smooth operations.

Communication and Collaboration in Virtual Work Environments
With the shift towards hybrid and remote work, communication and collaboration tools (e.g., video conferencing, cloud-based project management systems) are becoming essential. Many mid-level staff members are not fully equipped to collaborate effectively in these digital spaces, leading to inefficiencies and missed opportunities for innovation.

For Lower-Level (Plant Operators and Elementary Workers), the three most common skills gaps in our organization are:

Basic Digital Literacy and Technological Familiarity
Many lower-level staff members have limited exposure to digital tools or systems that are increasingly essential for their roles, such as using basic digital platforms for reporting, monitoring operations, or interacting with automated machinery. There is a noticeable gap in the ability to navigate these digital interfaces efficiently.

Health and Safety Standards in a Digital Work Environment
As the organization integrates more technology into the workplace, there is a gap in knowledge around how to maintain health and safety standards in digital and automated environments. Plant operators, for instance, need to be trained to monitor and ensure safety while working with technologically advanced machinery and processes.

Adaptability to Automation and Machine Maintenance
Lower-level workers, especially plant operators, often lack the skills necessary to adapt to automated systems and smart machinery. They may struggle with basic machine troubleshooting, preventative maintenance, or understanding how automation can improve workflow efficiency. Bridging this gap is essential as more operations move towards automation.

The three major change drivers in our organization are:

Adoption of Digital Technologies and the Fourth Industrial Revolution (4IR)
Rapid technological advancements are driving major shifts in how we deliver our programmes and engage with young people. The need to integrate digital tools such as virtual learning platforms, digital content creation, cloud computing, and artificial intelligence is pushing the organization to update its operations, services, and staff skills continuously.

Changing Community Needs and Youth Expectations
The youth and communities we serve are becoming more digitally aware and demand more innovative, technology-driven learning and empowerment opportunities. This change in expectations forces us to evolve our programmes, communication methods, and service delivery models to remain relevant and impactful.

Loadshedding and Infrastructure Challenges
Ongoing electricity supply interruptions and infrastructure limitations are compelling the organization to rethink operational models. We are investing in alternative energy sources, flexible working methods (like remote and hybrid work), and digital resilience strategies to ensure continuous service delivery despite external challenges.

The change drivers we identified have significant implications for skills development in our organization:

Increased Demand for Digital Skills Training
As we adopt more digital technologies and respond to 4IR changes, there is a growing need to train all levels of staff and beneficiaries in digital literacy, advanced software use, cybersecurity, and remote collaboration tools. Skills development programmes must now prioritize technical upskilling alongside traditional competencies.

Focus on Innovation, Creativity, and Adaptability
Meeting the evolving needs and expectations of youth and communities requires staff to be more innovative and adaptable. Skills development must therefore focus not only on technology but also on critical thinking, problem-solving, creativity, and leadership in a rapidly changing environment.

Resilience and Operational Flexibility Training
The impact of infrastructure challenges like loadshedding means our team must develop resilience skills, such as crisis management, flexible work planning, and digital problem-solving under uncertain conditions. Staff must be trained to adapt workflows quickly and ensure service continuity even during disruptions.

Overall, skills development must be continuous, responsive, and future-focused to ensure that our organization remains agile, competitive, and impactful in the face of constant change.

The following are new and emerging occupations in our organization, driven by digital transformation and changing community needs:

Digital Content Creator and Social Media Specialist
As online engagement becomes more critical, we have created roles focused on developing digital campaigns, managing social media platforms, and producing multimedia content (videos, podcasts, blogs) to reach and empower youth audiences.

E-Learning and Virtual Training Facilitator
To adapt to remote learning trends, we now require facilitators who can design, deliver, and manage online training programmes, using platforms like Zoom, Moodle, and Google Classroom, while ensuring high learner engagement in virtual environments.

Data Analyst and Digital Performance Officer
With the increasing importance of data-driven decision-making, a new role has emerged for professionals who can collect, analyze, and interpret digital data (such as website analytics, learner engagement stats, and programme performance metrics) to guide organizational strategy and impact measurement.

The MICT sector could be better positioned to handle change by focusing on the following strategies:

Investing in Continuous Skills Development and Lifelong Learning
Rapid technological change demands constant upskilling and reskilling of the workforce. The sector must invest heavily in accessible, flexible, and future-focused training programmes, especially in emerging technologies like AI, cybersecurity, cloud computing, and data analytics.

Strengthening Industry Collaboration and Partnerships
Collaboration between government, private companies, education institutions, and community organizations is critical. By building strong partnerships, the sector can share resources, drive innovation, align skills development to real market needs, and create faster pathways for youth and emerging talent to enter the industry.

Promoting Innovation, Agility, and Digital Resilience
Organizations must foster a culture of innovation and adaptability, encouraging teams to embrace new technologies and experiment with new ways of working. Building digital resilience—including cybersecurity measures, remote work capabilities, and infrastructure solutions to challenges like loadshedding—will ensure the sector remains stable and competitive during times of disruption.

Ultimately, the MICT sector must position itself as dynamic, inclusive, and forward-looking to successfully navigate ongoing and future changes.

The SETA should prioritize the following in the next financial year:

Accelerated Digital Skills Training Programmes
SETA should invest heavily in training initiatives that equip youth, unemployed graduates, and existing workers with critical 4IR skills, including coding, data science, digital marketing, cybersecurity, cloud computing, and artificial intelligence. These programmes must be accessible, practical, and aligned with industry needs.

Support for Small and Community-Based Organizations
SETA should provide targeted funding, capacity-building, and infrastructure support to smaller and community-based organizations working at grassroots levels. These organizations are key to reaching marginalized groups but often lack the resources to integrate advanced technologies or scale their impact.

Industry Partnerships for Workplace-Based Learning
SETA should strengthen partnerships with businesses and tech companies to create more structured internships, apprenticeships, and workplace-based learning opportunities. Practical exposure is essential for bridging the gap between theoretical learning and real-world digital work readiness.

Building Resilience Against Infrastructure Challenges
Given the ongoing impact of loadshedding and connectivity issues, SETA should support initiatives that improve digital infrastructure resilience, such as providing grants for alternative energy sources (solar, battery solutions) and affordable internet access for learning institutions and training providers.

Yes.
To ensure meaningful impact, it is important that SETA and other sector partners adopt a more flexible, responsive, and community-driven approach. Skills development must not only focus on current job roles but also anticipate future occupations that may not yet exist. Additionally, greater emphasis should be placed on supporting innovation, entrepreneurship, and the inclusion of marginalized groups such as youth, women, and persons with disabilities, to ensure the MICT sector is diverse, future-ready, and resilient.

We look forward to collaborating closely with SETA and other stakeholders to create a stronger, more digitally skilled workforce for South Africa.

The SETA should prioritize the following learning programmes in the next financial year:

Digital and 4IR Skills Programmes
Programmes focused on coding, data analytics, artificial intelligence (AI), cybersecurity, cloud computing, blockchain, and digital marketing should be prioritized to align with global technological shifts.

Creative Digital Arts and Multimedia Training
With the growth of the digital economy, there is a strong need for skills in animation, video editing, graphic design, game development, and content creation for social media and digital platforms, especially for youth in arts and culture sectors.

Entrepreneurship and Innovation Development Programmes
SETA should offer learning programmes that empower youth and community members to create their own tech-driven businesses, including modules on digital business development, financial management for startups, and innovation management.

Technical Vocational Education and Training (TVET) Linked to Emerging Technologies
Short courses, skills programmes, and full qualifications in areas like robotics maintenance, smart device repair, green technology installation, and digital infrastructure management should be made widely available.

Soft Skills for the Digital Economy
Programmes that build skills in critical thinking, communication, adaptability, remote teamwork, emotional intelligence, and project management are essential to complement technical skills and ensure full readiness for the modern workforce.

I chose these options because our organization is committed to developing skills through structured programmes and creating real employment opportunities. Absorbing 20 graduates reflects our intention to invest in the talent we help train. Prioritizing specific recruitment categories helps us align with our strategic goals of empowerment, inclusion, and addressing skills gaps in the workforce.