The three constituents of the ILO -- the Employers Federation of Pakistan, the Pakistan Workers Federation, and the Ministry of Overseas Pakistanis and Human Resource Development -- must prioritize elevating the skills and employability of the youth.
The three constituents of the ILO -- the Employers Federation of Pakistan, the Pakistan Workers Federation, and the Ministry of Overseas Pakistanis and Human Resource Development -- must prioritize elevating the skills and employability of the youth.
For decades, they have been inactive in recognizing youth unemployment and underemployment as a priority challenge, and current circumstances now necessitate decisive policy responses.
Today, Pakistan has a large pool of young talent urgently desiring clear-cut and adaptable skills to navigate an ever-changing job market disrupted by innovative technologies.
Incorporating experiential learning across college curricula and apprenticeship programmes will enable youth to gain necessary skills, boosting their employability and personal development. Incentivizing internships and apprenticeships can be vital in equipping youth with practical experience and enthusiasm for employment upon graduation.
Skilled youth are needed more than ever to lead Pakistan’s economic progression across various sectors in order to increase manufacturing production, escalate tech-driven innovation, modernize the agriculture industry, operate digital infrastructure, turbo-charge sustainability, and create initiatives for a ‘green’ environment in view of the increasing concerns of climate change.
What is imperative is the formulation of policies that promote talent as required by industries while helping youth enhance their career opportunities. Organizations investing in in-house and on-the-job skill development are better positioned to achieve their strategic goals, drive innovation, and maintain a competitive edge. As the business landscape continues to evolve, the role of skilled professionals will become increasingly critical.
A coordinated action plan must align with the evolving need-based demands of relevant sectors. As specialized skills become essential, there is an opportunity to structure programmes that equip the current and future youth workforce with the skills to succeed in a rapidly changing global and domestic business milieu. It is therefore important that the industry-academia interface is strengthened to prepare the graduates for professional skill development.
It goes without saying that focused learning and upskilling are imperative to navigate evolving market dynamics and technological advancements. Encouraging youth to obtain skill certifications and participating in development programmes can considerably improve readiness, primarily technological, of youth for future challenges.
The McKinsey Global Institute, in one of its reports, highlighted the disruption to the world of work that digital technologies are likely to entail, posing significant challenges to the three social partners. It offered several solution spaces for consideration.
These include evolving education systems by working with academia to improve basic STEM skills. Employers facing gaps in skills needed in a more technology-enabled workplace would benefit from playing a more active role in education and training. Creating incentives, such as tax breaks, for private-sector investment to treat human capital like other capital is crucial.
Public-private partnerships should stimulate investment in facilitating digital infrastructure. Rethinking salaries and benefits is necessary. Technology-enabled solutions for the labor market can improve matching, access, and bridge the skills gaps. Additionally, the productivity benefits of technology can create economic growth, surpluses, and demand for work, establishing room for creative solutions.
Pakistan is in the midst of unrest generated by the sense of deprivation and dejection faced by its youth. They are entering or preparing to enter the job market, only to face the stark reality of scarce jobs, inadequate training, and uncertain job tenure even if they are lucky enough to find employment. The exodus of talented youth to faraway lands has exacerbated the gloomy scenario, contributing to the ‘brain drain’ effect. Although some view this cynically, believing these youth will send millions in foreign remittances, the reality is it compels employers to hire mediocre graduates willing to work for lower pay. Remember the oft-repeated management advice: “If you pay peanuts, you get monkeys.”
Enhancing skills is not only a calculated benefit, but mandatory for most organizations wanting to survive in the aggressive, tough, and ultrasonic global ecosystem. Employers should not consider training or skill development as a cost but rather as a positive investment. The favourable ramifications include productivity increase, retention of employees, sustainability and enhanced viability of the enterprise.
Hiring a skilled person will reverse the culture of mediocrity that is in abundance. Of course, it is also important to inculcate in the youth the spirit of discipline, resiliency, and critical mass to cope with the challenges of the times ahead.
The writer is a former president of the Employers Federation of Pakistan.
