2014 jcse ict skills survey - overviewfilename]_2.pdf · other setas ... this slippage, ranging...
TRANSCRIPT
2014 JCSE ICT Skills Survey
Joburg Centre for Software Engineering
Authored by Adrian Schofield, Manager: Applied Research Unit
© JCSE 2014
Supported by
Contents
Executive Summary ............................................................................................... 1
ICT Skills Environment ........................................................................................... 2
The African context ............................................................................................. 3
Closing the gap .................................................................................................. 4
Survey Process ....................................................................................................... 5
Corporate Responses ............................................................................................. 6
Provinces ............................................................................................................ 6
Respondent Level ............................................................................................... 6
Type of Enterprise .............................................................................................. 6
Size of Enterprise ................................................................................................ 7
Sectors ................................................................................................................ 9
Sector Skills Plan Correlation ........................................................................... 10
MICT SETA .................................................................................................... 10
Other SETAs .................................................................................................. 11
ICT Priorities .................................................................................................... 18
Business Capabilities ........................................................................................ 20
Staff Dynamics .................................................................................................. 20
Corporate Preferences ..................................................................................... 21
Recruitment Value ......................................................................................... 21
Training Methodologies ................................................................................ 22
Management Development ........................................................................... 22
Local Recruitment ......................................................................................... 22
Skills Needs .................................................................................................. 23
Impact on Business ........................................................................................... 24
Corporate Summary ......................................................................................... 25
Practitioner Responses ......................................................................................... 26
Practitioner Profile ............................................................................................ 26
Practitioner Roles ............................................................................................. 28
Multi-tasking ..................................................................................................... 29
Skills Acquisition .............................................................................................. 30
Conclusions ......................................................................................................... 32
Bibliography ........................................................................................................ 33
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Executive Summary The Joburg Centre for Software Engineering (JCSE) is a University of
Witwatersrand partnership with government and industry. This is the JCSE’s sixth
annual survey of skills trends in the South African information & communications
technology (ICT) sector.
The state of the South African economy is depressing the demand for ICT skills as
the sector’s clients cut back expenditures. Although we have seen a global
recession in the last few years, demand in Europe and US for ICT skills appears to
be increasing or holding steady. South Africa is falling behind its peers in Africa
(Kenya, Nigeria and Egypt) who are putting greater emphasis on the contribution
that technology plays in economic growth.
We continue to express our concern at the lack of improvement in South Africa’s
basic education for the majority of pupils. Exposure to and familiarity with ICTs
for all learners is essential, in order to equip them to adapt the modern tools to
their daily lives.
Trends in technology adoption place increasing emphasis on cloud, big
data/analytics, mobile, security and “Internet of Things”. The ranking of the top
five priority areas remains unchanged from the previous survey – in descending
order, they are Software as a Service/Cloud Computing, Network Infrastructure,
Information Security, Application Development and Business Intelligence/
Knowledge Management (which now includes Big Data/Analytics).
The MICT SETA has used a new model to estimate the number of employees in
the Media, Advertising, Information and Communication Technologies sector.
Previously, they have reported up to 200 000 such workers but the new model
estimates that this could be as many as 665 000. Similarly, they have increased
the number of employers in the sector from approximately 4 500 to almost 20 000.
We are not in a position to validate these numbers, since the source is a draft
report. We will follow this up as soon as the final report is published.
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ICT Skills Environment 2014 can be characterised as a year of mixed signals in the ICT skills
environment. On one hand, the size of the global IT market will reach almost
$4 trillion in 2015 – a four-fold increase in the last 15 years. On the other hand,
Microsoft is reducing its workforce by 20% - about 18 000 fewer employees.
The “Internet of Things” is a reality, with hundreds of millions of objects being
connected each year. The new and emerging technologies are creating strong
demand for certain skills sets while the re-shaping of some well-established
players is resulting in the laying off of tens of thousands of practitioners. The five-
year long slowing of the global economy continues to affect the rate of growth in
the ICT sector as its client industries seek to tighten their budgets and reduce
expenditures.
The 2014 IT Skills and Salary Report (Global Knowledge & Windows IT Pro, 2014)
includes the following highlights:
“Professionals are wearing many hats” – across the four main functional
areas (applications/middleware, IT infrastructure, collaboration/
telecommunication and business transformation), more than half work in
two or three areas and one-third works in all four.
“Training matters” – 85% of respondents undertook some training in the
last year, mainly to acquire new skills or update current ones. 61% wanted
the certification of their skills.
“Certain skills stand out” – organisations are focusing on enhancing
security, improving competency in virtualisation, continuing migration to
cloud-based applications and services, revamping network infrastructure
and reviewing resources allocated to servers and storage.
Although the Global Knowledge report has predominantly North American
respondents, its findings resonate with our local environment, emphasising that
the ICT skills environment is a global one in many respects.
The EIU reports that the European Commission (EC) continues to predict that as
many as 900 000 jobs requiring a high level of digital skills will remain unfilled by
2015 (The Economist Intelligence Unit, 2012). This against the background that
the EC claims more than half the existing labour force does not have sufficient
skills in this field. In the UK, less than 20 000 people graduated with a IT-related
degree, while e-skills UK estimates they need 140 000 new entrants each year.
At the Orlando Gartner Symposium/Expo 2014, delegates were told that the
current peak skills are in the mobile, user experience and data sciences fields
but in three years from now the focus will be on smart machines, robotics,
automated judgement and ethics. Within seven years, the top jobs in the digital
environment will be integration specialists, digital business architects, regulatory
analysts and risk professionals.
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American IT staffing company Modis suggests that IT security jobs will show the
strongest growth over the period to 2022, followed by big data and mobility
(Modis, 2014). The company’s president believes that the increased use of tablets
and smartphones for work tasks is exacerbating the risks and driving the demand
for skills to mitigate them. Included in the Cisco 2014 Annual Security Report is an
estimate that there are 1 million unfilled (IT) security jobs globally (Cisco, 2014).
The African context The emerging economies in Africa are perceived to be opportunities for above
average growth in the adoption of technologies, as they become better-
connected. Countries such as Kenya, Nigeria and Egypt are actively promoting
themselves as desirable locations for technology innovation and
entrepreneurship. With about three-quarters of the 1 billion Africans already
using mobile phones, the acceleration in “mobile money” services is expected to
achieve more than US$160 billion in transaction value by 2016i.
African IT leaders surveyed by IBM in South Africa, Egypt, Kenya, Morocco and
Nigeria identified mobile, analytics, social and cloud as critical to business
success, although only half are pushing forward to adoption (IBM Center for
Applied Insights, 2014). A lack of available talent is one of the factors inhibiting
the rate of implementation.
In spite of its early leadership of the continent’s technology sectors, South Africa
has fallen behind in recent years. There are a number of factors contributing to
this slippage, ranging from limited numbers of matriculants and graduates in the
STEM disciplines, through to delayed or failed implementations of technology
projects by government.
In an interview with ITWeb (October 2014), the JCSE’s Professor Barry Dwolatzky
said, “Our problem is huge and should never be underestimated. There are two-
and-a-half times more youth unemployed than adults in South Africa, and 60% in
total on the continent. We’re at risk of losing an entire generation if vital steps
aren’t taken.”
He believes that to fulfil its destiny, Africa needs to become a leading developer
and innovator of digital technology over the next few decades. "Digital
technology provides a good route to absorb some of the youth unemployment.
There are several ways in which this can be done throughout schools, universities
and internships. If we skill Africa's youth, via a pipeline of these kinds of
initiatives, things will change."
It is essential that South Africa makes up for lost time as quickly as possible. The
goals of the National Development Plan cannot be achieved without the
contribution of a fully effective ICT sector. The role of ICTs in development has
been embraced by the leading economic successes around the world and the
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lessons are there to be learned. We have to achieve a paradigm shift to overcome
the appalling fact that only about 10% of the students who enter the basic
education process in South Africa achieve a pass in maths or science subjects
(even with the low 30% pass mark hurdle).
Korea transformed itself into a knowledge economy in about 15 years, through
education, R & D, investment in ICTs and coordination across government
departments. We need to follow this example, to incentivise growth in the private
sector, to expand the quality and relevance of higher education, applied research
and collaboration between universities and industry. Investment in ICT
infrastructure will lead to better service delivery, better governance and
improved international links.
Closing the gap In addition to the participative programmes from the MICT SETA and the
government’s structures for education and skills development, a number of
international enterprises and South African companies make their own
contribution.
Cisco and CA Southern Africa operate their own skills academies to create work-
ready graduates. Microsoft South Africa has trained over 8 000 students through a
programme that matches the skills intervention to the needs of employers, with
an 80% placement rate. MIP uses an aptitude test to select likely candidates for
training in programming – with a 99% success rate. BMW launched it SAP
Competence Hub in Pretoria early in 2014. Zensar Technologies’ SA Graduate
Training & Learnership Programme has sent 200 IT graduates to India on 3-month
learnerships since 2009. Striata partnered with Khuphulanani Training Institute in
2013 to enable learners to start a career in web development.
Excellent as these interventions are, they cannot address the fundamental need
for a quantum leap in the quality and relevance of the teaching in our schools,
without which South Africa will not have the solid foundation needed for its future.
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Survey Process The Skills Survey continues to follow the process established in 2008. Its objective
is to identify the most pressing skills needs from the corporate perspective,
balanced with the view of current skills capacity of the practitioners and their
intentions for future skills development. The questionnaire, devised by the JCSE,
is in a consistent format to track trends and is published as an on-line survey. In
2014, as in 2012, we were assisted in this regard by Eduflex (a Cape Town
company), who offered us the use of their Virtual Assessor™ survey engine and
hosted the on-line access. Our thanks go to their team for great support.
As previously, we acknowledge the assistance of the IITPSA (Institute of
Information Technology Professionals South Africa, the new name of Computer
Society South Africa) and the Information Technology Association in bringing the
survey to the attention of their members.
Any use of this Report (in whole or in part) must acknowledge “2014 JCSE ICT
Skills Survey” as the source. Please direct any queries and requests to
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Corporate Responses In this section of the report, we analyse and comment on the responses received
from employers, usually from the executives and managers responsible for ICT
creation, implementation and support functions. Corporate response levels in
2014 are very similar to those experienced in the previous survey.
Provinces All nine Provinces were
represented (2009 to 2012 – 9;
2008 – 5) and 45% (2012: 42% ,
2011 – 34%, 2010: 40%) of the
respondents were located in
Gauteng, 23% (2012 – 24%,
2011: 27% , 2010: 44%) in
Western Cape and 10% in
KwaZulu Natal. This pattern is a
reasonable reflection of the
geographical distribution of ICT enterprises in South Africa.
Respondent Level
26% of the respondents were C-
level executives or Directors
(2012 – 27%; 2011 – 48%; 2010 –
34%; 2009 – 45%) and 38% were
Managers (2012 -40%; 2011 -
42%; 2010 – 30%; 2009 – 25%).
26% of respondents’ job titles
were not clearly executive or
management level.
Type of Enterprise
There was a lower proportion of South African privately-owned (non-listed)
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companies in this survey at 44%, down from 56% in 2012 (2011 - 63%) and, the
same percentage as in 2012, 18% (2011 - 19%; 2010 -13%) were South African
listed companies.
Size of Enterprise
41% of the enterprises have less than 50 employees (2012 – 45%; 2011 - 44%;
2010 – 62%; 2009 – 50%; 2008 – 40%) and 32% have between 50 and 250 staff
members (2012 – 28%; 2011 - 16%; 2010 – 25%; 2008/9 - 20%).
27% of all respondents employ less than 10 people internally to supply ICT
functions (2012 – 31%; 2011 - 39%; 2010 – 45%; 2009 – 40%). This emphasises the
need to pay attention to the effect of policies and incentives on small and medium
enterprises, which are increasingly in danger of “falling off the radar”.
The MICT Sector Size of Employers per Sub Sector
Sub-Sector 0-49 50-149 150+ Total
Advertising 2293 40 11 2344
Film and Electronic Media 2355 98 68 2521
Electronics 2107 40 48 2195
Information Technology 9144 299 143 9586
Telecommunications 1194 75 44 1313
Unknown 1951 17 10 1978
Total 19044 569 324 19937
Source: The MICT SETA OGS, 2014
Number of Levy-Contributing Companies1
Sub-sector
Levy Payers 2010/11
Levy Payers 2011/12
Levy Payers 2012/13
Levy Payers 2013/14
Growth in No Of Companies
2013/14
Advertising 356 436 453 526 16% Film and Electronic Media 211 277 306 654 114% Electronics 458 529 554 378 -32% Information Technology 1 750 1 989 2128 2442 15% Telecommunications 417 514 425 491 16% Grand Total 3 192 3 745 3 866 4491 16%
Source: The MICT SETA OGS, 2014
1Some organisations were unallocated to a sub-sector during analysis and were excluded
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These tables (above), from the SSP (see “Sector Skills Plan correlation”, below),
present us with a challenge. The first shows an estimate of the total number of
companies in the MICT sector, while the second reflects the number of levy
paying employers. This is the first time we have seen the relationship between
the total and the levy-paying companies in the MICT SETA Sector Skills Plan
(SSP).
The latest SSP reports an estimated total of 153 880 employees in the levy-paying
portion of the MICT sector, down from 162 579 in 2013 and 193 032 in 2012
(181 157 in 2011).
Number of Employees by Sub-sector, 2009 to 2013
Source: The MICT SETA OGS
We do note that only 6% of the increased base of employers is submitting a
Workplace Skills Plan, which seems to us to be a very small proportion, even
allowing for the preponderance of small enterprises in the total.
The MICT SETA SSP (MICT SETA, 2014) includes the following comments:
“For smaller employers, it is assumed that those employers not submitting WSPs are
likely to be employing significantly fewer employees than those submitting WSPs.
For medium sized employers, it is assumed that they employ almost a third less than
those submitting WSPs. For larger employers it is assumed that they employ almost
the same. These assumptions were further modelled per sub-sector and the results
there reflected a total of about 439,756 employees in the sector.
“The following table provides an estimation of the potential total number of
employees in the sector based on the modelling assumptions mentioned above.
AdvertisingFilm and Electronic
MediaElectronics
InformationTechnology
Telecommunications
2009 11181 12888 26337 76452 52475
2010 11020 10849 28122 77981 52880
2011 9046 12608 27197 79611 53125
2012 12055 12835 26889 86554 54699
2013 7647 13038 20895 66489 46016
0
10000
20000
30000
40000
50000
60000
70000
80000
90000
100000
2009 2010 2011 2012 2013
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Table 1: Modelling output of the number of employees in the sector
Sub-sector 0-49 150+ 50-149 Total
Advertising 3074 3404 2754 9232
Electronic Media and
Film
1905 2989 17728 22621
Electronics 4891 14306 34629 53827
Information
Technology
19099 39480 115995 174575
Telecommunications 4567 10661 141519 156747
Unknown 1691 892 20172 22755
Grand Total 35226 71732 332797 439756
Source: The MICT SETA OGS, 2013
“A similar model was built with the underlying assumption that given the variety of
employers submitting WSPs, those not submitting are of equivalence in terms of
size. The model based on that assumption reflected a total employment of over
665,000 for the MICT sector.”
This is the first time we have seen the use of this model by the MICT SETA, which
significantly increases the base number of employees in the sector. This means
we will probably have to abandon the conventional wisdom that there are as
many “ICT” practitioners employed in non-MICT companies as there are
indicated above. We will comment on this further, in our review of the data
available from the other SETAs.
Sectors In conjunction with MICT SETA, we set a target level in 2012 of responses from all
of the economic sectors in South Africa, grouped according to the SETA
landscape and indicative of the size and shape of the enterprises using ICT skills
within those sectors. Even with the support of some of the SETAs, little has
changed in 2014, obtaining responses from many enterprises still presenting a
challenge. This was due to several factors, including:
Many companies do not need internal ICT skills, not requiring technical
support for “plug and play” products
Many small and some medium companies who do need technical support
employ third party service providers
Some managers are not willing to respond to a voluntary survey from
another sector in addition to their statutory reporting for their own sector
Of the responding enterprises, 56% were operating in the MICT (including
electronics) sector (2012 – 54%; 2011 – 53%; 2010 - 67%; 2009 – 57%); 10% in
Insurance and 6% in the Education/Training cluster; 5% in Banking and 3% in
Financial Services. The remaining enterprises were drawn from the Construction,
Culture/Arts/Tourism, Energy, Fibre Processing, Health & Welfare,
Manufacturing/ Engineering, Mining, Public Service, Retail/Wholesale, Safety &
Security, Transport and other Services sectors.
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82% of the responding enterprises have been in business for more than 5 years
and only 2 % existing for less than 2 years. This suggests that a high proportion of
the small businesses added to the MICT SETA base since 2012 are still “below the
radar” in terms of participation in this Survey.
Sector Skills Plan Correlation MICT SETA
The JCSE ICT Skills Survey samples the views of employers and practitioners in
the ICT field with the intention of informing decisions about skills development,
particularly but not exclusively in respect of tasks related to software creation,
implementation and support. This work is seen as complementary to the statutory
data presented in the Sector Skills Plan (SSP) (MICT SETA, 2014) produced
annually by the Media, Information & Communications Technologies Sector
Education & Training Authority (MICT SETA).
In examining the relationship between the two, it is important to understand the
difference between them. The corporate data gathered by the JCSE is supplied
voluntarily by executives and managers in response to invitations to participate
published in the media and through various institutions and associations. The
“ICT operations” that they manage will exist within enterprises from all economic
sectors, as well as from those that are seen as ICT companies. However, it is only
the latter group that falls within the ambit of the MICT SETA – its levy payers.
The different rationales for the two documents (this Survey and the SSP) lead to
different views of what should be the same phenomenon. The levy payers’
reports of hiring reflect the reality of filling vacancies, while the respondents to
the Survey tend to indicate what they want, rather than what they get. So, while
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the SSP reflects a recent decline in employment numbers after a period of slow
growth, the Survey traditionally reports a much higher demand – demand that
would be satisfied if supply at the right price was available and not constrained
by external factors.
Readers may refer to the detail in the MICT SETA SSP (op.cit.) but we do note the
following scarce skills numbers for the period 2014-2016, summarised from
Pages 92-104 (the pragmatic scenarios) from that report:
Sub-sector Prev* 2014 2015 2016
Advertising sub-sector 140 686 658 424
Electronic Media & Film sub-sector 50 9 928 10 006 6 831
Electronics sub-sector 530 1 693 1 125 2 272
Information Technology sub-sector 3 200 7 972 7 136 8 671
Telecommunications sub-sector 540 1 073 970 1 460
*The “Previous” column contains the figures taken from the 2012 table in the
MICT SETA SSP. We believe this represented only the data from levy-payers,
whereas the latest numbers in the other columns include the additional numbers
estimated according to the new model adopted by MICT SETA.
We are not able to comment on the “new” numbers from MICT SETA, given that
the source is the draft SSP, but we believe them to be more realistic at over 21 000
scarce skills vacancies, compared to the level of about 4 400 previously
indicated.
These increased numbers need to be seen in the context of the considerably
larger “sector” numbers reported by MICT SETA (see the section on Size of
Enterprise, above). Our previous JCSE ICT Skills Survey reported a vacancy rate
of between 10% and 15%, equating to 20 000 to 30 000 opportunities. Given the
new, larger base from the MICT SETA model, we would scale that up to around
40 000 vacancies, a rate of 7%.
Other SETAs
In the 2012 report, we deliberately reviewed each SETA’s SSP to establish any
references to skills relevant to the ICT job roles. We will not repeat that
information in this report but will highlight new and updated references in the
current crop of SSPs.
AgriSETA
The 2011-2016 SSP update (AgriSETA, 2012) shows that the sector will require in
excess of 100 for the 5 years of Systems Administrators (including ICT Security
Specialists) to replace employees departing the sector. The SSP also indicates
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that between 30 and 40 Web Administrators will need to upgrade existing skills
for each year of the SSP period.
BankSETA
Banks are one of the larger employers of ICT skills, outside of the MICT sector.
Their only notable comment in the 2012-2016 update to the SSP (BankSETA, 2012)
is that, “A new skills area of social media analyst is in the offing. The skill requires
people who can identify customer needs by analysing social media. Trends in the
financial services industry are moving towards relationship building, though the use
of social media to gain an understanding of what clients want and designing an
appropriate offering. There is a moving away from traditional banking skills to more
people-centred approaches. Clients are looking for approachable IB employees.”
CATHSSETA
The 2014-2017 update to the SSP does not mention ICT skills.
ESETA and EWSETA
The Energy & Water SETA SSP for 2011-2016 makes no mention of ICT Skills, The
Energy SETA produced a Scarce Skills Report (JCP International, Undated), which
included the following information under the heading of “SECTORAL NEEDS:
Nuclear & Renewable Energy”:
“The scarce skills identified for this sub-sector include the following:
state physics and hydrology
d to the
energy sector
mechanical, turbine, power conversion, electrical, metallurgical, welding, system,
design (including CAD), instrumentation, quality/ quality control and testing/ non-
destructive testing
lling and IT skills (e.g. computer coding)
In addition, this group also identified the need to engage other SETAs in developing
peripheral skills impacting on the Energy sector e.g. construction of power
stations.”
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EDTP SETA
From the 2011-2016 SSP (EDTP SETA, 2013, pp. 156-162), we glean the following
information. Workplace Skills Plans from schools have indicated that (among
others) Maths, Physical Science and ICT teachers are in the Immediate Scarce
Skills category and that Information Computer Technology and IT Training are in
the Immediate Critical Skills category. The FET colleges show IT Lecturers and
Electronic Technicians in the Scarce Skills group.
Universities indicate a need for 300 Computer/Software Specialists and 200
Systems/Business Intelligence Analysts. At the Universities of Technology, the
focus is on Information Security and Network Security, with 40 Critical Skills
opportunities for each of database administrators and enterprise systems
engineers.
FASSET
In the 2014 update (FASSET, 2014), under the heading “Developments in
Technology”, FASSET states: “Accountants need to stay abreast of changing
technology and the associated business risks. They need to advise their clients on
how to manage the risks and apply new skills to use technology effectively.
Data security is becoming a crucial issue and all businesses have to introduce
additional measures and controls to safeguard data security and to ensure statutory
compliance with the manner in which information is collected, stored, used and
destroyed. This drives the need for information technology professionals and
technicians.” …
“Many of the professional vacancies that organisations had difficulties in filling
require a combination of tertiary (often postgraduate) qualifications, professional
registration and work-related skills.
Some of these vacancies necessitate specialised knowledge in fields other than
finance e.g. law, information technology and engineering.”
As they have done previously, FASSET lists the number of people needed for
occupations where skills shortages are experienced. Relevant to ICTs, the details
are:
Computer Network & Systems Engineer 33
ICT Systems Analyst 30
Developer Programmer 20
Database Designer & Administrator 15
Programmer Analyst 13
This is a much shorter list than in the last report.
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FoodBev SETA
There is no change to the information shown in the 2012 report, indicating the
need for ICT Project Managers (25), ICT Support Engineers (85) and Systems
Analysts (315) over the five year period to 2016.
FP&M SETA
In the 2014 update to the SSP (FP&M SETA, 2014), the main area concerned with
ICT skills is the publishing sub-sector, from which constituency the following
comments are made.
“In the publishing sub-sector, IT skills (related to new technologies) are reported as
the new skill sets required. Corporate publishing and self-publishing are emerging
as the primary markets – publishing companies working with self-publishing, driven
by online demands. A focus of this component of the sub-sector is on personalisation
and this affects the market which is driven by needs of the ‘reading’ market.
However, the market in South Africa is complex with a range from basic literacy to
sophisticated online materials.”
There was no quantification of the relevant skills needs in the update.
HWSETA
There is no mention of ICT skills in the 2013 update to the SSP.
INSETA
The INSETA SSP update in 2011 (INSETA, 2011) does not show the numbers that
were included in the 2007 SSP but does include findings from KPMG and PwC
reports. In particular, the following appears in section 2.11.5.1, headed
“Technology”.
“With the proliferation of technology in an increasingly globalised economy, came
the introduction of multiple channels of production, product distribution and service
provision in the insurance industry. In future it will play a major role in new
applications for actuarial systems, real-time data mining, and various types of
modelling (PWC, 2010a:9). Figure 2-3 (below) shows the most common future
technology or focus areas, based on the survey conducted by KPMG in its South
African Insurance Survey (2010:13), and the percentage of survey respondents who
mentioned them.
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It is clear from [the chart above] that based on the survey, the use of web
technologies, closer interactivity with business partners, and better analysis of data
to improve business, are the most significant areas of future technology.
In addition, in the PricewaterhouseCoopers Strategic and Emerging Issues in South
African Insurance 2010 Survey, respondents were asked to list what they believe will
be the top three technology applications in insurance by the year 2013. Actuarial
systems had the highest score, followed closely by real-time data mining
capabilities. Linkage between insurance and call centre systems and claims
modelling, will also be important. The respondents also generated suggestions on a
variety of technologies, including the following (PWC, 2010a:50):
• Telephone underwriting.
• Data sharing.
• Connectivity with intermediaries.
• Connectivity with clients.
• Capital modelling.
• Underwriting and claims assessment.
• Dynamic financial analysis (DFA) modelling.
New market entrants, changing customer preferences, and market erosion across
product lines demanding creative approaches to product development, as well as a
willingness to keep up with the rapid changes in technology, are all factors which
are impinging on the insurance industry in 2011 and beyond.
Information technology, followed by underwriting and actuarial skills, are
respectively the most important skills shortages according to the PWC study.
Additional support for specific occupations in demand comes from the PWC study,
Strategic and emerging issues in insurance, which was conducted in 2010. This
study found the following skills to be in high demand: information technology,
actuarial skills, underwriting, risk management (specifically related to the
regulatory environment of the insurance sector), and compliance. These skills are,
and will be, in demand over the 2011–2016 SSP planning period. This point is
critical, as WSP and CJI data are limited to 2009–2010, whereas the PWC report
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provides an indication of the future skills requirements of the sector, which clearly
distinguishes the presence of certain differentials between the broader financial
services enterprise and the insurance sector.”
LGSETA
Although this has become LGWSETA, following the split of Water from Energy,
the SETA has not yet published a new SSP, so the data in the only one available is
more than 5 years out of date.
MERSETA
The current merSETA SSP (merSETA, 2011) has fleeting reference to ICT skills.
The Auto Chamber requires 65 scarce skills in the category Managers: ICT
Project Manager: Systems Engineering: IT Specialist. The New Tyre Chamber
seeks 10 scarce skills in the category Professionals: Systems Analyst: SAP Analyst.
No ICT skills were identified in the Metal, Motor or Plastics Chambers.
PSETA
The PSETA SSP (PSETA, 2011) does list a number of occupational categories
under the list of scarce skills, with an indication of the total needed. They include
the following, relevant to ICT skills:
Information & Communication Technology Managers 303
ICT Trainers 6 006
ICT Support Technicians 449
SASSETA
The SASSETA 2013-14 update (SASSETA, 2013) to the SSP lists the following as
scarce and critical skills:
Scarce skills:
Defence fraternity: Cyber Crime Investigators
Justice fraternity: IT Security Specialist
Policing fraternity: Cyber Crime Investigators
State Security fraternity: Network Specialist, Information Security
Organised labour: Information Communication Technology Specialists
NGOs: IT Specialist
Critical skills:
Corrections fraternity: IT (system developer, business analyst and Information
Security)
Legal fraternity: IT Skills/ Cyber Law
Policing fraternity: Computer skills, IT Skills
State Security fraternity: ICT Training Skills, Cyber Crime Investigation Skills,
Business Analyst Skills
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Organised labour: IT Specialist
There is no quantification of the needs.
Services SETA
The 2013-14 update for the Services SETA SSP (Services SETA, 2013) includes
mention of the following scarce skills, without quantification.
Marketing Chamber: Application Development Manager and Software
Developer
Business Services Chamber: Technical (ICT) Support Services Manager
and Software Developer
Project Management Chamber: Computer Network & Systems Engineer
Real Estate Services Chamber: Technical (ICT) Support Services Manager
The following are critical skills, without quantification:
Marketing Chamber: Software development & maintenance
Real Estate Services Chamber: Planning for direct & interactive, social
media, databases analytics
TETA
The Transport sector’s 2014 SSP update (TETA, 2014) mentions the following
scarce skills, without quantification:
Software Developers - Aviation Software Engineer
Information and Communications Technology Installers and Servicers and
Related Occupations - Telecoms Specialists, Telecommunications
Technicians
Information and Communications Technology Installers and Servicers and
Related Occupations - Service Technician – Telecoms (Communication
Technicians)
Database and Network Professionals not Elsewhere Classified - Technical
(ICT) Support Services Manager
Information and Communications Technology Service Managers -
Information Technology Service Manager
W&R SETA
The W&R SETA’s
Update (W&R SETA,
2013) mentioned only
two occupations
relevant to ICT. They
have 21 hard-to-fill
vacancies for ICT
Systems Analysts and
ICT/IT Managers are a
scarce skill.
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Interestingly, the table above is included in the SSP, with little or no reference to
it in the context, beyond the heading of “Emerging Occupations”.
ICT Priorities
Our respondents have shown a slightly more muted view of the top ICT priorities
than in previous years, as indicated by the generally lower values of the 2014
“bars” in the graph. There have also been some changes in the ranking of the top
issues.
To recap, the 2008 Survey identified the top 6 priorities overall, based on the
selection of their own top 3 by each respondent. That analysis showed that
Business Intelligence/ Knowledge Management was quite clearly the top-
ranked priority, followed by Application Development and Software as a
Service. These were supported by Service Oriented Architecture, Web
Development and Mobile Computing.
Our 2009 data was revised to include all identified priorities, and the chart
showed that Application Development was that year’s top priority, with
Business Intelligence/Knowledge Management being pushed into third place
by the (perhaps) surprise entry of Network Infrastructure in second place.
CRM, Information Security and the Operating System were the supporting cast,
although there was little difference between many of these “other” priorities.
We thought that the emphasis on Network Infrastructure in 2009 reflected the
growing realisation that effective broadband access is essential if the benefits of
many of the other areas of development are to be felt.
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Our 2010 data was revised again, to indicate what each respondent thought was
their 1st, 2nd and 3rd priority for the coming year. Application Development
retained its top spot for the second year, with Web Development, Software as a
Service and Business Intelligence/ Knowledge Management just surfacing
above several other contenders for the next most significant issues. We
observed that the spread of interest among the second and third tiers of
“priorities” indicated the wide range of challenges facing enterprise decision-
makers who need to keep their information systems capable of delivering
services that support the changing business needs.
We also commented that if we compare the changes over the three year period,
we could see a significant drop in the importance of Business Intelligence/
Knowledge Management and a significant increase in the interest in Web
Development. We thought the lowered interest in Software as a Service (SaaS)
in 2009 seemed to have been an anomaly and this thought is confirmed by the
2011/12 and 2014 results.
In 2011, we showed the Priority Progression picture over the four years of the
Survey. We could see that Software as a Service was definitely high on the
agenda, albeit as a second priority, while Application Development was still the
firm favourite as first priority. Managers continued to face a wide range of
challenges in applying technology to support business needs and it is notable
that Mobile Computing emerged from the “also ran” ranks in 2011. The
popularity of tablet computers, BlackBerry and other “smart” phones was
cementing the demand for the adaptation and implementation of systems that
offer safe, secure and reliable facilities for mobile workers.
The 2012 results follow a similar pattern to that established in 2011, with
Software as a Service/Cloud Computing now leading the field. Network
Infrastructure and Information Security move into second and third place
respectively, pushing Application Development into fourth slot. However, the
differences between these rankings are not great and we can add Business
Intelligence/Knowledge Management and Database Development to
complete the Big Six of priority issues in the year ahead.
In 2014, the Big Six becomes the Big Five. The ranking of the top five priority
areas remains unchanged from the previous survey – in descending order, they
are Software as a Service/Cloud Computing, Network Infrastructure,
Information Security, Application Development and Business Intelligence/
Knowledge Management (which now includes Big Data/Analytics). It is almost
impossible to separate the next five areas of priority attention – they are:
Database Development, Mobile Computing, Web Development, Data
Storage and Operating System.
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Overall, the Survey results continue to support the view that enterprises have to
utilise a growing range of technologies to meet their business needs. If they fail to
take advantage of the opportunities arising from the innovation in business and
personal technologies, they will lose competitiveness.
Business Capabilities
This chart shows that our respondents still believe that the top capabilities that
will contribute to success for their businesses are Managing Relationships (with
clients/users) and Delivery of Operations to those same stakeholders. In
response to “Which do you need most?” the sought-after capability is planning
architecture and infrastructure, followed by managing development and delivery
of operations in joint second place.
Staff Dynamics As we indicated earlier in this report, it has become more difficult to define the
trends in skills demand, due to the mixed signals being received from employers
in the MICT sectors. There is no doubt that the stagnant state of the South African
economy (the latest growth rate forecast is down to 1,4%) does not encourage
hiring of new employees. However, the demand for technology solutions to drive
efficiency does ensure continued demand for many of the skills relevant to the
design, creation and implementation of those solutions.
We need to contextualise this against the information in the MICT SETA SSP,
which reports the actual staff numbers from its levy payers who submit annual
returns. Under the heading “Size of Enterprise” (above) we indicated that the
MICT SETA reported a significant decrease in employees of around 40 000 (25%)
since 2012. Unfortunately, the MICT SETA SSP does not comment on this
reduction, nor does it identify the employers or employer groups where it has
occurred.
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The lack of properly aligned data from other official sources makes it difficult to
establish corroboration, as is evidenced in the MICT SETA’s own efforts in this
regard.
The pattern of staff retention policies
is similar to previous years, with
small changes in the balance
between choices. Performance
bonuses and professional
development programmes and
continue to lead the preferences,
with increased basic pay as the third
policy, nudging flexible schedules
into fourth place. Comments from respondents suggest that Business Analysts are
one of the hardest skills to retain and that Black ICT professionals, especially
females, are highly mobile.
In 2014, there has been no change in the trend towards line managers and senior
executives holding the reposnsibility for training. As we commented in 2012, line
managers should be able to identify training needs among their teams but the
responsibility for executing the training programmes should rest with a manager
whose role is focused on this activity. Sourcing appropriate interventions and
monitoring their effectiveness is a distraction for operational managers and
should be “outsourced” to the HR function.
The percentage of employers recruiting overseas has declined to 12% (from
18%) in this year’s Survey. The few who indicated their sources showed
preference for India and Eastern Europe.
Corporate Preferences Recruitment Value
The relative importance of
pre-hiring qualifications and
certifications continues to
show two clear leaders and
little differentiation between
the others. Graduate degrees
and diplomas are preferred,
following the pattern set in
2011.
It is interesting that vendor
certificates are least-rated in the recruiting process but are more highly valued as
indicators of ability to support specific products or technologies during the
course of employment.
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Training Methodologies
The 2014 chart is very
similar to the 2012
picture, in respect of the
training methodologies
preferred by employers.
Onsite is still preferred
to offsite and knowledge
sharing with self-study
(discs/ videos/books
and e-Learning) remain
as the top scores onsite.
Offsite, academic
institutions remain ahead
of commercial training
companies as the venue/supplier of choice. This reflects the growing number of
short course programmes offered by tertiary establishments.
Management Development
In the 2014 results, formal
management courses have taken
the lead from mentoring as the
preferred approach to developing
management skills, continuing the
trend shown in 2012, when this
approach moved from fourth to
second place.
There is no doubt that investment
in current and future managers will become more important when the BEE
Council for the ICT sector finally becomes operational.
Local Recruitment
In 2010, when we first asked this
question, on line was the
recruitment source of choice.
Since then, employment
agencies have continued to lead
this field, showing the value they
add by pre-selecting and
verifying candidates, albeit at a
cost to the employer. Universities
continue to head the choice of
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institutional sources, although the gap has narrowed somewhat in 2014.
Skills Needs
The levels of skills demand indicated in the 2014 results are more muted than
previously. The mixed views already expressed are repeated here. For example,
in the project management field, there is a high indication of sufficient resources
now and next year but the current and future need indicators are not as low as
would be expected. We would anticipate a profile more like that of
implementation and support.
The demand for Testing skills is high currently and will stay ahead next year,
while the demand for Programming skills looks to increase next year, as does
Systems analysis and Business
analysis.
The pattern of demand for
programming languages in 2014 is
very similar to that shown in 2012,
with Java, C#, .NET, C++ and VB
the most popular. In the mobile
development space, the top
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programming skills are Java, JavaScript and .NET.
Impact on Business In 2008, all respondents
indicated that the skills
shortage was having at
least a major effect on
their business, with a few
indicating that it was
affecting the viability of
their operations. In 2009,
75% still said that the
skills shortage is having a
major effect on their
business and a few were
still concerned about their viability for this reason. This suggested that the
recessionary influences had not yet filtered through to the IT departments or to
the plans to procure IT solutions that were already in place in the prior year.
In 2010, the 75% shrank to 45%, suggesting that the demand for critical skills
lessened significantly, perhaps because more suitable candidates were
available. However, in 2011, more enterprises were again concerned about the
skills shortage, with two-thirds reporting at least a major effect.
In 2012, there was another small improvement, with 60% of enterprises indicating
that the skills shortage was having a major (or more serious) effect on their
capacity and 40% (34% in 2011) showing that the effect was minor or non-
existent.
In 2014, this pattern continues, with a minor shift of 1% less in the major concern
zone. It is interesting that, in spite of the reduced level of economic activity, the
skills shortage continues to impact management perceptions to this extent.
Following the same
trend, the recession is
having less of an effect
than in 2012, with only
20% (2012 - 21%; 2011 -
34%) of respondents
indicating that it is
harder to recruit their
skills needs.
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Corporate Summary There are three main categories of corporate respondent for the JCSE’s ICT Skills
Survey: the suppliers of ICT products and services and the employers of ICT
skills as part of a non-ICT business, split between commercial and government
users.
We have always attracted a reasonable level of response from the vendor
community, although we would welcome more participants to improve
correlation with the MICT SETA data. However, we do not have a sufficient level
of response from the commercial and government sector users to enable more
detailed examination of the variances between environments.
Our current sample levels do allow us to identify top-level trends and highlight
some issues, but we recognise that the users of this report would prefer to be
able to extract information in more depth about areas of specific interest.
In 2011, we highlighted the need for greater cooperation between the SETAs in
respect of ICT roles performed across the board. We thank the MICT SETA for
their efforts to facilitate this in 2012 but point out that there is still much progress
to be made. It does not make sense that the collection of vital employment data
continues to be disjointed and inconsistent. The use of OFO codes needs to be
fully understood and implemented and the coordination between the SETAs,
StatsSA and the Department of Labour must be improved.
Overall, the ICT skills shortage continues to constrain the developers and users of
technology in their efforts to improve productivity, increase economic activity
and create jobs. We again highlight the failure of the education system to
generate a cohort of young people who are familiar with technology and its
application in daily life, who are interested in developing and implementing ICTs
and who are work-ready when they exit from the system. South Africa cannot
afford this failure.
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Practitioner Responses 711 valid Practitioner responses were received, (2012: 649; 2011: 557; 2010: 1135;
2009: 1471; 2008: 965). This is a small improvement on the 2012 level and we are
satisfied that the sample is large enough from which to draw valid conclusions. In
this section of the report, figures in (brackets) are the 2012; 2011; 2010; 2009
results.
Practitioner Profile Our “average” practitioner respondent
has not changed much in the last 5
years. He’s in his mid-30s, lives in
Gauteng, has more than 10 years’
experience but has only been with this
current employer for 3 years, working
as a manager or a developer.
68% (68%; 64%; 47%; 66%) have a
tertiary diploma or higher qualification
(with almost half of them studying the
field of Computer Science. 69% (68%;
69%; 43%; 70%) are living in Gauteng,
16% (16%; 16% ; 47%; 16%) in the
Western Cape, 7% (7%; 7%; 6%; 7%) in
KZN. The 2010 anomaly between
Gauteng and Western Cape resulted
from a particularly enthusiastic
campaign for practitioner responses by
CITI in that year. All Provinces are
represented in the 2014 respondents, as
they were in the previous 4 years. 21%
(21%; 21%; 20%; 21%) of the
practitioners who responded are
female – from the perspective of
transformation, this is a disturbing lack of change in this particular area, as there
is no indication of achieving gender balance in the sector. However, this is not
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unique to South Africa, as this ratio is commonly found across the industry. Only
8% (8%; 6%; 10%) of respondents are under the age of 25 – showing little
improvement in the low number of new entrants to the ICT sector in recent years.
There is no change to the fact that most respondents work in a small (1-9)
department or a large one (100+). 56%
(57%) have performed their current
role for between 1 and 5 years, 48%
(50%) have worked for their current
employer for between 1 and 5 years
and only 3% (3%) have been in the
industry for less than a year, continuing
the trend shown during 2010-2012. In
2008, this figure was as high as 22%,
supporting the trends identified from
the Corporate respondents of the
drastic decline in hiring in the past
three to four years. 55% (57%) of
responding practitioners have been in
the industry for more than 10 years.
In 2008, 57% of respondents worked in
the ICT sector. In 2009, the figure rose
to 60% and in 2010 it rose again to 72%.
In 2011, the proportion dropped back
below the 2008 level, to 53%, probably
reflecting the decreased participation
from the practitioners in the Western
Cape. In 2012, the proportion of
respondents working in the MICT sector
was 55% and in 2014, it is 54%. With
almost half of practitioners working in
other sectors, this underlines the
pressing need for the coordination of
data from ALL stakeholders in a formal,
credible methodology. We urge the
SETAs to set up a trans-sector
mechanism that acknowledges the
pervasive nature of ICTs and the skills
required to support the technologies. We also urge the industry’s employer
associations to work with government to standardise the nomenclature of job
roles and responsibilities and the levels of expertise and professionalism
associated therewith.
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16% (16%; 15%; 13%; 14%) of responding practitioners are contractors and
would be affected by COSATU’s demand for the banning of Labour Brokers, if the
proposals were to be legislated in the form originally proposed by the
Department of Labour. 78% (79%) are in permanent employment. This
distribution is almost unchanged from 2009. The flexibility of skills resourcing
offered by the existence of the contractor pool is a long-standing vital component
of the ICT industry’s ability to apply labour where and when it is needed.
Practitioner Roles 11% (10%; 10%; 9%; 5%) are working as
C-Level executives or Directors, 29%
(22%; 30 %; 18%; 10%) are managing
Operations or Development, 14% (14%;
15%; 29%; 15%) are in Programming or
Development roles and another 20% (22%;
21%; 17%; 15%) are in Support functions.
As with 2011 and 2012, in 2014 slightly
more than half of the respondents are
“platform” aligned, with Servers and PCs
predominating. This reinforces the
variation from the earlier years of the
survey when only one-third fell into this
category.
In software development and
implementation, database management
systems continue to occupy the largest
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number of practitioners for the second
year, closely followed by significant
numbers involved in customised/
bespoke software. We introduced the
animation and mobile/gaming categories
in 2012, but there has been little growth
in the number of practitioners reporting
in these categories. Web-based
systems/e-Commerce remain important, ahead of packaged software.
The emphasis on servers and DBMS shows the continuing importance of business
intelligence and knowledge management systems to support decision-making.
As Big Data becomes more mainstream in its application, we expect this trend to
continue. Engagement in mobile systems and other communications
infrastructure reflects the continuing trend towards mobile users.
Multi-tasking The average South African ICT
practitioner continues to
perform multiple task sets, with
only a few identifying their role
as “specialist” in nature. An
average of 4,7 (5,0) task areas
are engaging technical
practitioners and 2,9 (3,7) for
the business-focused people.
Only a minority of respondents
describe what they do as involving three or less areas of activity. As we have
commented before, we understand that it is appropriate for complementary roles
to be performed over time, such as design, developing requirements,
programming, testing and maintenance. In small enterprises, skilled
practitioners will be responsible for all phases of management, administration
and systems development.
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This is the sixth year that we
have raised the flag on the
multi-tasking issue. If a
practitioner perceives that they
are performing as many as a
dozen different roles, from
technical consulting to
administration, from
programming to client
management, from business
analysis to outsourcing arrangements, it is difficult to see how they can maintain
focus on specific objectives while juggling these responsibilities. It is unlikely
that they have the required strengths in all these activities or the time available to
carry them all out, which would lead to a degree of underperformance in some
areas. It also leads to over-dependence on the individual concerned, who may
be perceived as “irreplaceable”.
Skills Acquisition As in the previous five years,
respondents showed how they
had acquired their skills in the
past, to qualify them for their
current post, and how they
intended to acquire skills in the
future, to maintain their value in
the job market.
We have changed the
presentation of this response to
indicate the primary contributor
to skills development of the
practitioner. The predominance
of “on the job experience or
mentoring” is fairly constant,
reported by 29% of
respondents in this survey.
Previously, when taken as the
one of many interventions, the
results were (2012 – 80%; 2011
– 80%, 2010 - 89%, 2009 – 86%, 2008 - 90%) in the acquisition of skills to date.
The remaining distribution was largely unchanged. We continue to note that
employers are less enthusiastic about certifications than the practitioners,
reinforcing our suggestion that two factors are at play. Commercial training
providers convince practitioners that their courses will “open doors” and
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practitioners are willing to acquire a certificate even though it may not directly
influence their employment, perhaps as part of their continuing professional
development (CPD).
Looking ahead, there is very little change from the last three years. Skills
acquisition through experience, supported by short courses that lead to
certification (whether vendor-specific or not) are preferred by practitioners.
Pressure of work makes less time
available for continuing
academic studies, even on a part-
time basis, even though this has
become the preferred method of
learning (by a small margin). In
spite of the preference for on-site
learning, almost as many
respondents indicate that the
transfer of knowledge is best
suited to an environment outside
of the actual workplace.
As would be expected from the preference for on the job training, the use of
knowledge sharing and self-study are the preferred self-paced learning sources.
As far as external providers are concerned, the balance between academic,
commercial and vendor is similar to the alignment shown in 2011 and 2012.
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Conclusions The 2014 JCSE ICT Skills Survey reflects the “State of the Nation” in South Africa.
Mixed messages and mixed feelings seem to be the order of the day. There is no
doubt that the depressed state of the economy is lowering the expectations of
employers in terms of short to medium term growth. This is exacerbated by the
lack of leadership from the South African government in some key areas relevant
to the potential growth in the ICT sector – including systems development and
implementation by the State IT Agency and in key Departments, rollout of DTTV
and reallocation of spectrum, access to broadband and an integrated National
ICT Policy.
Many of the “traditional” skills in the ICT sector continue to be in demand, due to
the pervasive nature of the technologies, together with some new (or increasingly
important) ones associated with cloud computing, big data and information
security. However, the scale of the “shortage” seems to be dwindling,
particularly against the backdrop of downsizing by some of the larger employers
in the sector.
We emphasise again the vital need for improvements in the basic education
system, from improved teacher skills to embedding technology across all
schools, if we are to create future generations of “tech savvy” young people who
can use, adapt and improve on the technology of the day. Without that talent pool,
South Africa will always be dependent on the products and services developed
outside our borders. With that talent pool, we will be able to foster innovation and
entrepreneurship to fuel an improved economic and social outlook.
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