Employers are reviewing how they prepare people for a changing world of work. New technologies are influencing job requirements, while high unemployment continues to place pressure on the labour market.
South Africa’s unemployment rate reached 32.7% in the first quarter of 2026. The number of unemployed people stood at 8.1 million, while youth unemployment among people aged up to 34 reached 45.8%.
At the same time, many younger workers remain confident about their ability to progress. A 2026 Global Workforce Survey by ADP found that 48% of South African workers aged 18 to 26 strongly believe they have the skills needed to advance their careers. That was higher than Nigeria at 47% and Brazil at 41%.
This creates an important opportunity for employers. Learning and development strategies can help employees build relevant capabilities, apply them in real-time settings and prepare for roles that continue to evolve.
The appetite for development is also strong.
About 65% of employees would trade a 10% salary increase for meaningful AI and digital skills training. Yet 71% of local executives rank AI as a leading return on investment priority while only 41% of HR teams prioritise the work redesign required to support it.
“Workforce readiness cannot be measured by course attendance alone. Every leader needs to know whether team members (especially new members) can apply new knowledge, solve real problems, work with technology responsibly and adapt as roles change,” says Melissa Opperman, Manager of the School of Lifelong Learning at Red & Yellow Creative School of Business.
“We need broader routes into work through vocational learning, workplace experience and stronger collaboration between education and industry,” adds Opperman. “When it comes to employers, the solution starts with a more disciplined review of what is being taught, why it is important and whether it changes performance.”
Opperman recommends that learning and development leaders ask these ten questions to review workforce readiness:
- Do we know which skills will become critical in the next 12 to 24 months? Use business plans, customer needs and role data to define priorities before selecting programmes.
- Are we training for current jobs or redesigned jobs? Map how AI, automation and changing customer expectations are altering tasks and decisions.
- Can employees apply the learning in real work? Include briefs, simulations, projects and measurable workplace assignments.
- Are managers equipped to support learning? Managers need time, tools and accountability to coach people after formal training ends.
- Do employees have clear learning pathways? Show how courses, credentials and experience connect to mobility and progression.
- Are we developing human and digital capability together? Technical fluency must be supported by judgement, communication, creativity and collaboration.
- Is access equitable? Review who receives development, who completes it and who advances afterwards.
- Are employees involved in work redesign? People adopt new tools more effectively when they help shape how the work changes.
- Are we measuring behaviour and business outcomes? Track application, quality, productivity, retention and internal mobility rather than attendance alone.
- Can the learning model change quickly? Use shorter learning cycles and regular skills reviews so programmes remain relevant.
Workforce readiness depends on consistent investment in relevant learning, real application and clear development avenues.
Organisations that connect training to changing roles and measurable business needs will be better positioned to retain capable people, strengthen performance and respond to future skills demands.