The numbers on the skilled workforce in Tanzania reveal a critical challenge. For a middle-income economy like Tanzania’s, 12% of the labour force needs to be highly skilled to drive socio-economic transformation and development. Additionally, 34% of the labour force should possess intermediate skills, while less than 54% should have low skills. However, current statistics tell a different story: over 79% of the labour force has low skills, 16% have intermediate skills, and only 3.6% are highly skilled. These figures, published in 2020 by the Ministry of State – Labour, Youth, Employment and Persons with Disability in the National Skills Development Programme brochure, highlight significant gaps in the country’s skill development. Addressing these gaps is crucial for paving the way toward sustainable development.
As the nation strives toward its Development Vision 2050, it is imperative to recognise that neither the government nor the private sector can resolve these challenges alone. A champion of Tanzania’s prosperity, the CEO Roundtable of Tanzania (CEOrt) emphasises the importance of a collaborative and inclusive approach between the public and private sectors to drive the nation’s development agenda, with a specific focus on overcoming capacity challenges. By facilitating dialogue between government leaders and captains of industry who are members of the organisation, the CEOrt has identified key areas to address these gaps and work toward a more skilled and competitive workforce.
To start, it is important to understand the skills desired in the job market. As the country’s largest employers across multiple economic sectors, CEOrt members are in a position to offer valuable insights into these needs. The Government of Tanzania has implemented numerous initiatives to drive skills development, including establishing Vocational Education and Training centres in almost every district and increasing investment in technical schools. However, to be fruitful, these efforts must address the skills actually required in the job market, which necessitates aligning training programmes with the needs of employers.
The advantages of a collaborative approach, with industry playing a pivotal role in enhancing skills development, are undeniable. Models such as the International Mining Technical Training (IMTT) provide compelling evidence of this effectiveness. In the IMTT, the curriculum was developed by mining industry experts, implemented by Tanzanian trainers, and supported by the right secretariat. This initiative successfully delivered over 900 technicians, many of whom secured senior roles or positions overseas. The success of a training initiative is largely defined by its outcomes, and the transition of these technicians into employment highlights the IMTT’s effectiveness. Given this success, replicating the IMTT model across other sectors – such as oil and gas, agriculture, and energy – is recommended. These sectors receive significant investment, but currently, not much of this investment is directed towards training.
The national higher education system currently requires students to have field attachments for at least three months before graduating, but this system has limitations in terms of actual upskilling. There is an opportunity to start training earlier by having trainers from companies hold fairs at higher learning institutions to explain the skills needed to become employable. Additionally, universities can collaborate with CEOs to upskill entry-level employees. If CEOs help train apprentices, they can change the mindset of new entrants into the labour market, leading to a transformation that will be evident as these individuals climb the career ladder in the coming years.
In a world of constant change driven by technological progress, training programs must continuously evolve. Recognising this imperative, higher learning institutions such as the College of Business Education and the University of Dar es Salaam are updating their curricula to stay aligned with global trends. They are actively seeking partnerships with private sector leaders to ensure graduates are equipped with the requisite skills for the job market. Furthermore, the government stands ready to invest in training entry-level employees, especially if businesses show a willingness to expand apprenticeship opportunities. The potential for collaboration between the public and private sectors is immense, and it is the responsibility of each party to determine how they can contribute and leverage their strengths to advance the shared goal.
It is in the best interest of businesses to invest in their workforce. Whilst some leaders may fear that training employees could lead to attrition, the greater risk lies in failing to equip them adequately, resulting in inefficiency and hindering organisational growth. The government also stands ready to invest in training entry-level employees, especially if businesses show a willingness to expand apprenticeship opportunities.
Upskilling the workforce can be further driven by gaining insights from observing other nations, particularly regarding the transformation of vocational training from a secondary choice to a primary driver of professional development. This requires a mindset shift where vocational training is seen as a valuable career path rather than a fallback option. Moreover, shifting the focus of employment criteria from academic qualifications to individual skills has the potential to significantly influence industry growth. When employers value practical skills and hands-on experience over traditional credentials, educators focus on fostering industry-relevant skills, and job seekers embrace lifelong learning and continuous skill development, we collectively create a culture that values skills and adaptability, leading to a more dynamic and resilient workforce.
With Tanzania’s population projected to reach 150 million by 2050, this is a critical window of opportunity to tackle skills development challenges. The generation being born today will enter the workforce within the next 26 years, underscoring the urgency of implementing changes in how skills are cultivated, and collaboration between the public and private sectors will be essential in realising this vision for a prosperous economy.