Genevieve Koolen, the HR Director at SAP Africa, highlights a significant shift in recruitment practices, moving away from a strict reliance on qualifications toward a more skills-based approach. However, she warns that this transition has not progressed as rapidly as many organizations claim.
Though companies express the desire to adopt a skills-first mindset, Koolen observes a persistent attachment to traditional qualifications. This duality creates tension, as organizations find themselves unable to locate the talent they seek while simultaneously denying the need for a more flexible vetting process.
This tension is amplified by rising demand for expertise in critical areas such as artificial intelligence (AI), cybersecurity, cloud computing, and data analytics. As organizations begin to define roles based on specific technical competencies, the pace of skill development remains slow and often misaligned with market needs.
Research indicates that a growing number of African companies are focusing on skills delineation in high-demand areas like AI and cybersecurity. A survey commissioned by SAP revealed that 85% of organizations prioritize AI development skills, while 86% recognize the critical importance of cybersecurity capabilities.
Need for Systematic Review
Koolen asserts, “AI skills are emerging as the new currency.” However, she emphasizes that a currency is only effective if supported by a robust system. Many regions in Africa require advanced capabilities yet lack fundamental investments in areas such as access to education, basic training, mentorship, and practical experience.
This disparity has intensified interest in accelerated learning formats, including microlearning and microcredentials. These innovative programs are designed to cultivate skills intensively over short periods, often touted as solutions to the continent’s technical skills deficit. Nonetheless, Koolen advises caution regarding their efficacy.
“Microlearning can be advantageous when thoughtfully aligned with real-world roles,” she notes. “However, it is not a panacea. Short-term courses cannot replace the depth gained through experience and critical thinking. There is a risk of overemphasizing speed while underestimating the importance of comprehensive understanding.”
For many professionals, however, short programs may be more feasible than lengthy, costly qualifications. “Most individuals cannot afford to suspend their livelihood,” Koolen explains. “Bite-sized learning allows for career progression, but only if employers are committed to facilitating learning in the workplace, rather than merely fulfilling training obligations.”
Despite the fact that numerous organizations in Africa conduct regular training programs, Koolen points out that frequency does not equate to effectiveness. “Monthly learning sessions do not necessarily correlate with capacity building. Training often occurs in isolation from workforce planning, role design, and the pressures of day-to-day operations.”
Encouraging Cross-Sector Collaboration
To effectively close the skills gap, Koolen advocates for increased honesty and cooperation across sectors. “Educational institutions, businesses, and government all have roles to play, yet the coordination among them remains inadequate. While there is no shortage of effort, coherence is lacking.”
Within SAP’s ecosystem, targeted initiatives like graduate boot camps and early career development programs are designed to address these gaps by combining technical training with practical project exposure. While Koolen believes these initiatives are beneficial, she maintains they are insufficient to tackle broader systemic challenges related to employability and long-term career growth.
“These programs succeed because they are focused, contextualized, and responsive to real demand,” she states. “However, they are not easily scalable and do not resolve the deeper issues surrounding access and career advancement.”
As universities across Africa explore edtech solutions and stackable credentials to remain relevant, Koolen asserts that higher education still grapples with its role in an evolving labor market. “The critical question is not whether degrees still hold value,” she contends. “Rather, it is about whether we are honest regarding what they adequately prepare individuals for and where they fall short.”
Although traditional MBA programs and extended certifications continue to nurture strategic thinking and depth, they often fail to address the immediate requirements of companies contending with rapid technological shifts. “The future is not an either/or scenario,” Koolen concludes. “It is multifaceted. A combination of foundational education, hands-on experience, short-term learning, and vendor-specific training is essential. The real risk lies in treating complex, deeply human challenges as simple problems that can be solved easily.”
