Moving beyond the numbers: it’s time to rethink the IT skills shortage

Every year, headlines highlight South Africa’s growing IT skills shortage. From software developers to cybersecurity experts, the conversation is often dominated by the scarcity of qualified professionals. But this narrative, while not entirely inaccurate, risks missing a more urgent and empowering opportunity. Instead of simply counting vacancies and lamenting the lack of talent, what if we shifted the conversation to how we are using the skills we already have?

 A narrow focus on scarcity breeds stagnation. We should instead shift our focus from the lack of skills to also asking whether existing talent is being deployed effectively and whether businesses are missing opportunities by failing to nurture potential and tap into untapped talent pools. The skills gap may not be as insurmountable as it appears if organisations start approaching talent with more strategy and less panic. The strategic approach can lead to increased productivity, reduced recruitment costs, and a more resilient workforce.

 Smart utilisation beats frantic recruitment

Companies often look for the perfect candidate who ticks every box, overlooking internal employees who could fill those roles with some targeted upskilling. The idea of “ready-made” talent has led to a cycle of poaching, inflated salaries, and underutilised team members already on the payroll. By adopting smarter deployment strategies, businesses can significantly enhance the capabilities of their current workforce.

Take, for example, an organisation that, rather than hiring externally for a cloud specialist, identifies someone in-house with a strong foundation in systems administration and provides the necessary training and mentorship. Not only is this cost-effective, but it also boosts employee morale and retention. Upskilling doesn’t just plug gaps; it builds a culture of growth and loyalty.

Redefining what ‘ready’ looks like

One of the key issues with the way we approach IT hiring in South Africa is our definition of readiness. Traditional job specs often demand years of experience with niche tools, often overlooking the pace at which technology evolves and the reality that most professionals learn best on the job.

If we redefine readiness to mean adaptability, problem-solving ability, and a willingness to learn rather than a rigid checklist of certifications, we open doors to a much wider talent pool. For instance, a junior developer with a strong problem-solving ability and a willingness to learn, can become a valuable asset with the right mentorship and learning environment. This approach can help organisations to tap into the true potential of junior developers, career-switchers, and even technically minded graduates from non-IT backgrounds.

This approach is especially critical in a country like South Africa, where youth unemployment is high and access to traditional career paths is limited. By adopting a mindset that values potential over pedigree, organisations can close the gap from both ends.

Education alone can’t do it, we need collaboration

While it’s tempting to place the burden of skills development on educational institutions, the reality is that the tech industry moves far faster than most curricula can keep up with. Coding boot camps, online courses, and practical mentorship often provide more current and applicable skills than a three-year degree.

The most promising initiatives are those where industry and education work hand in hand. Think of tech companies co-creating curricula with universities, offering real-world case studies for students to tackle, or providing lecturers with industry exposure so they can bring current insights back into the classroom. The collaboration ensures that the graduates leave with practical thinking and the necessary agility that a workplace might demand. It also helps provide the industry with a more fluid pipeline of talent that’s better aligned with its requirements from “Day One”.

This kind of collaboration ensures that graduates don’t just leave with theoretical knowledge but with practical thinking and agility that the workplace demands. The result is a more fluid pipeline of talent that’s better aligned with industry needs from day one.

Don’t just diversify, include meaningfully

South Africa’s talent pool is deeper than it seems, especially when considering the number of young people and individuals from underrepresented communities who have been excluded from the traditional IT pathway. But inclusion is not just about ticking demographic boxes. It’s about creating real, long-term opportunities for people to grow and contribute.

This involves providing mentorship, creating a safe environment for learning, and ensuring that junior staff have access to leadership and decision-making spaces. It’s also about addressing the structural barriers, such as a lack of access to broadband or quality equipment, that prevent many from even entering the race.

Inclusive hiring and training strategies not only widen the talent pool but also create more resilient and innovative teams. Diverse teams bring different perspectives and problem-solving approaches, which is exactly what the IT sector needs in a constantly changing landscape.

Agility is the new advantage

Finally, what distinguishes high-performing tech teams in today’s world is not necessarily the number of certifications on their walls but how quickly and effectively they can respond to change. Agility and a culture of continuous learning are more important than ever.

Organisations that prioritise adaptability by encouraging cross-functional learning, rotating team members across projects, and building internal knowledge-sharing networks are better positioned to survive the shocks of tech evolution. In a field where today’s tools can be obsolete tomorrow, the ability to learn and pivot quickly becomes a significant competitive advantage.

The real shortage: strategic thinking, not talent

The IT skills crisis in South Africa is real, but perhaps not in the way it’s commonly portrayed. We are not entirely out of talent. What we often lack is a strategic and inclusive approach to how we train, deploy, and develop that talent.

By focusing on smart utilisation, redefining readiness, fostering collaboration, and embracing inclusive strategies, South Africa can start to bridge the gap not only in numbers but in outcomes. It’s not about scrambling to find the perfect candidates. It’s about building them, supporting them, and, most importantly, seeing their potential through a different lens.

Tshepo Mokoena, Chairperson at In2IT Technologies

*** The views expressed here do not necessarily represent those of Independent Media or IOL.

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