How South Africa can turn its youth into the world's most wanted talent
South Africa has one of the youngest populations in the world. Over 60% of our people are under the age of 35. That's not a crisis — that's an economic goldmine, says the author.
In a world being transformed by AI and an unrelenting war for skills, South Africa stands on the brink of an unprecedented opportunity: to become not just a source of talent, but a global talent hub.
For too long, we've watched our brightest minds leave in search of opportunity, recognition, or growth. But what if South Africa could flip the script? What if we became the place the world looks to when it needs digitally savvy, globally minded, socially conscious professionals.
That future isn't a fantasy. It's a strategy.
And it begins with reframing our national identity — not as a country struggling with unemployment, but as a country brimming with untapped human capital that is ready to lead the industries of the future.
The Case for South Africa as a Talent Hub
South Africa has one of the youngest populations in the world. Over 60% of our people are under the age of 35. That's not a crisis — that's an economic goldmine, if we know how to mine it responsibly.
We also have:
• A growing digital infrastructure and startup ecosystem• World-class universities and learning institutions
• English fluency and cultural agility
• A strong tradition of resilience and innovationBut the most powerful asset we have is our youth's hunger for impact — their desire not just to work, but to matter.
How Do We Unlock the Talent Economy?
1. Future-Proof Training for Future-First Careers
We must equip young South Africans not just with degrees, but with globally relevant skills - in fields like data science, AI ethics, fintech, digital marketing, cybersecurity, climate tech, and remote project management. Every technical skill must be paired with human-centric capabilities: storytelling, leadership, empathy, collaboration.
2. A National Internship Accelerator
Imagine a public-private partnership that places 100 000 youth per year in global virtual internships. Every participant becomes a South African ambassador - showcasing our talent on the world stage.3. Incentivising the Talent Return We must make it easier for our global South African diaspora to come home - bringing with them capital, networks, and know-how. Let's create "Returnership" programs and global alumni summits that connect the dots.
4. Export Services, Not People
The global demand for services - from accounting to design to coding - can be met virtually. Let's build platforms that match South African youth with international contracts. Think: the 'BPO of the future.'
5. Brand South Africa as a Talent Nation
Germany became synonymous with engineering. India with IT. Kenya with mobile payments. What will South Africa become known for? Let's craft a Talent Nation campaign that positions us as the go-to source for skilled, creative, and ethical young professionals.
What makes South Africa stand out from the Crowd
There are a number of compelling business advantages that make South Africa the preferred destination for outsourcing global business services, including the following:
• One of the best ICT infrastructures in Africa, enabling seamless global connectivity;
• Access to a large, young and highly trainable workforce fluent in English, with a neutral accent and strong empathy levels;
• Recognised for its high empathy service delivery, excelling in customer journey management and first-call resolution rates;
• Cost savings of 55-65% over source geographies such as the UK and the United States;
• Strategic access to Africa through a regional hub-and-spoke delivery model.
Over the past five years, this model has been changing the lives of more than 150 000 previously unemployed youth by equipping them with comprehensive training, in-demand skills and sustainable career pathways.
Why It Matters
When we give young South Africans a stake in the global economy, we give them a reason to stay, to build, to believe.We don't just fight unemployment - we fuel hope. We reduce inequality. We inspire entrepreneurship. We create a generation of global contributors who never forget their roots.
Because South Africa doesn't just have talent - South Africa is talent. And the world is ready for what we have to offer.
Let's Build It Together If you're a leader, a policymaker, an entrepreneur, or simply someone who believes in this country's future - now is the time to act. Let's create platforms, mentorship programs, job pipelines, and global bridges. Let's make 'Born in South Africa' a global badge of professional excellence.
The Future of Jobs Summit™ (Part 2): A National Call to Action
That's why the upcoming Future of Jobs Summit™ (Part 2) is more than just an event - it's a blueprint.This next chapter of the summit will bring together business leaders, policymakers, educators, and youth trailblazers to co-create a Talent Action Plan for South Africa. We'll unpack the bold initiatives needed to position our youth at the heart of the global economy and launch scalable solutions for job creation, skills development, and cross-border career pipelines.If you believe in building a South Africa where every young person has a future worth staying for, the summit is where that future begins.

Try Our AI Features
Explore what Daily8 AI can do for you:
Comments
No comments yet...
Related Articles

IOL News
38 minutes ago
- IOL News
G20 faces a generational test amid geopolitical challenges
Delegates to the U20 African Mayors Assembly at the Union Buildings, Pretoria on June 17, 2025. Image: DIRCO Alvin Botes Since December 1 last year until the Leaders' Summit in November 2025, South Africa chairs the world's most influential economic forum, that is the G20, under the theme: 'Solidarity, Equality, Sustainability'. The theme signals our determination to put people — not profits — at the centre of global decision-making. Our high-level priorities are clear and interlinked. Firstly, inclusive economic growth, industrialisation, employment and the reduction of inequality. Secondly, food security in an era of climate disruption. Thirdly, harnessing artificial intelligence and broader technological innovation for sustainable development. Complementing these three priorities is our drive for disaster-risk resilience and fair debt-relief architecture so that climate-vulnerable and heavily indebted countries are not forced to choose between servicing loans and saving lives. The stakes could not be higher. The International Labour Organisation (ILO) reports that global unemployment is hovering near a historic low of five per cent, yet globally the average for young people remains stubbornly high — about 13 per cent worldwide, and more than double that in many developing economies. Here at home, 4.8 million South Africans aged 15–34 are unemployed; 58 per cent of them have never had a single day of paid work, and our youth unemployment rate climbed to 46.1 per cent in the first quarter of this year. Beyond the headline numbers lurk deeper structural hazards: one in five young Africans is classified as NEET—'not in employment, education or training'—and those already in work face a future in which artificial intelligence-driven automation could render up to 40 per cent of entry-level jobs obsolete by 2035, according to the World Economic Forum's Global Risks Report. Compounding that uncertainty are intersecting crises of mental-health fragility, climate anxiety, escalating conflict-driven displacement, and the rising cost of living that now consumes, on average, 38 per cent of a young person's monthly income across the G20. Add to that what the economist Adam Tooze calls a global 'poly-crisis' which includes, amongst others, geopolitical polarisation, climate-related disasters, food-price shocks and widening digital divides. And it becomes clear why the South African presidency has framed 2025 as a make-or-break moment for multilateral cooperation. Video Player is loading. Play Video Play Unmute Current Time 0:00 / Duration -:- Loaded : 0% Stream Type LIVE Seek to live, currently behind live LIVE Remaining Time - 0:00 This is a modal window. Beginning of dialog window. Escape will cancel and close the window. Text Color White Black Red Green Blue Yellow Magenta Cyan Transparency Opaque Semi-Transparent Background Color Black White Red Green Blue Yellow Magenta Cyan Transparency Opaque Semi-Transparent Transparent Window Color Black White Red Green Blue Yellow Magenta Cyan Transparency Transparent Semi-Transparent Opaque Font Size 50% 75% 100% 125% 150% 175% 200% 300% 400% Text Edge Style None Raised Depressed Uniform Dropshadow Font Family Proportional Sans-Serif Monospace Sans-Serif Proportional Serif Monospace Serif Casual Script Small Caps Reset restore all settings to the default values Done Close Modal Dialog End of dialog window. Advertisement Next Stay Close ✕ Geopolitically, the world is also experiencing what some economists such as Mark Blyth, Mohamed El-Erian and Michael Spence call a 'perma-crisis': the United States and China are locked in an uneasy dance of de-risking, Russia-Ukraine war continues to reshape energy and grain markets, and simmering conflicts from the Red Sea to the Sahel threaten already fragile supply chains. At the same time, global public debt has surpassed US $100 trillion, forcing developing nations to divert scarce resources away from youth programmes toward interest payments. In the Employment Working Group of the Sherpa Track, we are negotiating a compact on youth employment and skills, building on the Antalya Goals (which were agreed to during Türkiye's presidency of the G20) but adding targets for digital-economy apprenticeships, recognition of micro-credentials and mutual portability of qualifications across G20 members. If endorsed by leaders, the compact will potentially translate into an estimated 10 million paid internship placements over five years, with a gender-parity clause and an annual public scorecard so you can hold the G20 accountable. In the Finance Track, we are advancing an 'Innovation & Inclusion Facility' financed through blended public-private instruments to support start-ups led by women and young people in frontier technologies and green manufacturing. Its first-phase endowment of US $3 billion will be disbursed via challenge funds that prioritise township and rural enterprises, with a target of 150,000 sustainable jobs by 2027. In the Agriculture Working Group and the Environment and Climate Sustainability Working Group, we are championing a Just Agri-Transition Facility that links smallholder farmers, including youth, to climate-smart finance and regional value chains. Beyond financing climate-resilient seed and drip-irrigation systems, the facility will underwrite a Pan-African farmers marketplace app that is targeted at youth and guarantees offtake agreements with regional supermarket chains. Finally, our AI priority aims to deliver a 'Pan-G20 Youth Digital Corps,' a volunteer-to-employment pipeline that pairs South African coders with continental and global partners to solve public-sector data challenges. The G20 was born out of the 1997 Asian financial meltdown and re-energised amid the 2008 crash. It now faces a generation-defining test: can it propel the global economy so that young people inherit not debts and droughts but opportunity and hope? South Africa believes it can—if the world finally listens to its largest demographic - the youth. * Alvin Botes is Deputy Minister of International Relations and Cooperation. ** The views expressed do not necessarily reflect the views of IOL, Independent Media or The African.


The South African
an hour ago
- The South African
Cape Town's R1 billion luxury hotel set to open in March
Cape Town's new R1 billion uber-luxury hotel, with 142 keys and six serviced apartments, is set to open its doors in March next year. As reported by Moneyweb , the hotel, based in the ever-popular V&A Waterfront, could be an Edition Hotel – part of Marriott International's new 'super luxury' or 6/7 star 'designer lifestyle' offering. The hotel's development is also reported to be around R1 billion. The accommodation offering, dubbed the 'Quay 7 hotel' and owned jointly by Growthpoint Properties and the Public Investment Corporation (PIC), will be a 'contemporary luxury lifestyle hotel' with a distinctly Scandinavian look. While Growthpoint has remained tight-lipped on the details of the development, they recently revealed that the development of the Quay 7 hotel was progressing, with the opening set for March 2026. And it seems the luxury Quay 7 hotel isn't the only billion-rand offering for the V&A Waterfront. The iconic Table Bay Hotel is currently undergoing a landmark R1 billion refurbishment, marking the most significant transformation in its nearly three-decade history. Closed earlier this year to begin renovations, the hotel is now owned by the V&A Waterfront and managed by Sun International. The refurbishment is set to not only modernise the hotel's offerings but also preserve the timeless elegance that has made it one of Cape Town's premier luxury destinations. Let us know by leaving a comment below, or send a WhatsApp to 060 011 021 1 Subscribe to The South African website's newsletters and follow us on WhatsApp, Facebook, X and Bluesky for the latest news.

IOL News
2 hours ago
- IOL News
Tongaat Hulett's journey to recovery: new leadership and challenges ahead
Gavin Dalgleish was appointed as CEO with effect from 1 June 2025, marking a significant step in the final phase of implementing the approved Business Rescue Plan and setting the stage for a seamless transition of Tongaat Hulett's business, assets, and people to Vision, the consortium acquiring the group. Image: Supplied Tawanda Karombo Tongaat Hulett, the beleaguered South African agro-processing firm, is poised to emerge from the shadow of its tumultuous past, thanks to new leadership and a significant restructuring initiative. Gavin Dalgleish, the company's new CEO, has expressed optimism about the path towards stability following a protracted period marked by scandals and heavy debt that once threatened its existence. Dalgleish was appointed as CEO with effect from 1 June 2025, marking a significant step in the final phase of implementing the approved Business Rescue Plan and setting the stage for a seamless transition of Tongaat Hulett's business, assets, and people to Vision, the consortium acquiring the group. In a recent interview, Dalgleish detailed the pivotal changes occurring at Tongaat Hulett, which has been under business rescue since an accounting scandal left it with debts exceeding R8 billion. Following the acquisition by the Vision Group Consortium, led by seasoned African investors Robert Gumede and Rutenhuro Moyo, the company is now focusing on debt recovery, having recently settled its obligations with creditors. 'We need to restore the faith of our employees, we need to restore the faith of our creditors and all our stakeholders that we're now functioning as a business again, and we're a good place and a reliable partner to do business with,' Dalgleish told Business Report in an interview on Thursday. Tongaat Hulett, however, will still be up against headwinds buffeting the South African and regional economic landscape. For example, upon exiting business rescue, the company will be up against rising imports of cheap sugar and currency volatility. For Dalgleish, the company's recovery will not be quick paced. In fact, he expects the rest of this year to be tougher for Tongaat Hulett. 'Like any other business, we're facing headwinds of a strengthening rand, reduced world market prices of sugar, and imports that flow from that. So for South Africa we're expecting this year to be a slightly tougher year,' he said. Tongaat and the Vision Group principals recently went on a roadshow to meet stakeholders in KwaZulu Natal, Zimbabwe and Mozambique. During those trips, the company explained to stakeholders the new approach to doing business. Dalgleish said together with the Vision principals, the company had sought to 'win back their (stakeholders) trust' and confidence as investors and as a business. Tongaat employs 2 400 people and 25 000 others across the extended value chain. Dalgleish said he felt overwhelmed by the responsibility he carries on behalf of the employees, value chain stakeholders and others linked to the company. He said sustaining jobs for those employed and impacted by the company was a top priority under his leadership. 'I'm excited by the challenge and the opportunity, as I said, I'm pleased with the the resilience of the people and the business that we found. And because of the social economic impact of the business, I have a great sense of responsibility.' After fully settling outstanding obligations to the company's lenders as of 9 May 2025, the finalisation of the asset transfer to Vision Group 'is expected imminently,' the company said at the beginning of this month, underscoring 'Tongaat Hulett's progress toward financial and operational' recovery. Last year, creditors in Tongaat voted in favour of a business rescue plan put forward by Gumede's investment consortium, Vision. This was after an accounting scandal rocked Tongaat Hulett, with the company tail-spinning into a debt of R8.2 billion, prompting shareholders to adopt an amended business rescue plan. Tongaat Hulett is envisioned to continue playing critical roles in the economic fabric of Southern Africa under its new ownership. In South Africa, the business 'remains a cornerstone of the sugar industry, sourcing cane from 15 000 small-scale growers – thereby sustaining local farming communities, and underpinning numerous rural economies,' especially in the KwaZulu-Natal province. In Zimbabwe, Tongaat Hulett owns two operating businesses, Triangle and separately listed Hippo Valley Estates. Triangle said recently that it was facing operational challenges that had forced it to retrench employees after cost cutting measures failed to yield a respite. BUSINESS REPORT