South Africa’s Public Employees Are Missing Key Skills

To achieve these objectives, the nation requires individuals in government who possess the necessary technological skills. This has been supported by analyses examining how governments across different regions have responded to technology in the context of the Fourth Industrial Revolution.

A key lesson that has emerged, particularly from many countries in the global north, is that technological skills are not merely a fad but are essential for effective public administration.

These skills find applications in various domains, such as big data, artificial intelligence, and robotics.

A recent study examined South Africa’s progress in developing skills for the future of work within the public sector. Previously, the National Development Plan pointed out that there was inadequate planning for skills development in this area.

We participated in the research team for this project, comprised of academics from various universities who have extensively written on public administration and strengthening state capacity.

The study revealed that although most South African government officials were aware of the technologies related to the Fourth Industrial Revolution, they did not understand how these technologies could enhance the state’s efficiency. Moreover, officials in departments that directly engage with citizens were lacking the necessary tools and technologies to leverage these technological advancements.

Listen: SA’s public sector urgently needs skills training

In our report, we emphasize that while technological skills have improved state efficiency in the global north, they cannot compensate for all administrative shortcomings, including corruption that undermines South Africa’s democracy.

Equally vital are cognitive and ethical skills. The report highlighted that these, too, pose challenges within the public service.

The report concludes that the government must urgently invest in revamping the training for civil servants, with a focus on continuous professional development.

Read: South Africa’s civil service needs restructuring

While technological capabilities are crucial, the report suggests that foundational human skills and competencies are equally important. Achieving this necessitates the development of a dynamic human resources system.

The gaps

The research indicated that civil servants were aware of the available technologies in the marketplace but failed to link them to their responsibilities or understand how they could enhance state efficiency.

For instance, many were unaware of how big data, artificial intelligence, robotics, or automating public administration could be utilized to enhance public service. Awareness of these technologies and their optimal integration into public administration are two markedly different concepts.

The findings also suggested that officials in departments directly interacting with citizens, such as home affairs and social development, lacked the technological tools that could elevate service delivery.

Listen/read: Leon Schreiber discusses Home Affairs’ shift to machine learning and online services

The study further demonstrated that technology skills alone cannot generate public value in a society that grapples with digital illiteracy.

Interviewees stressed the importance of strategic and critical thinking capabilities, along with the ability to differentiate right from wrong, and a commitment to ethical practices.

Read: SA faces challenges with individuals in the public service misrepresenting their qualifications

Such skills remain essential in a rapidly changing world that encounters complex policy challenges, including climate change, demographic shifts, poverty, unemployment, and inequality.

They argued that technology should be seen as a tool that enhances human effort.

In this context, they underscored the fundamental human values that should characterize public service, including respect, care, human dignity, compassion, and altruism.

Another issue identified was the inefficacy of the state’s human resources system. HR Connect was launched in 2009 as an integrated human resources management system.

The report found that human resources practices were predominantly compliance-driven, focusing on showcasing budget allocations for training and development rather than assessing the impact of these initiatives.

What’s needed

There is an urgent need for continuous professional development. The New Public Management framework for state reform emerged in the 1980s following neo-liberal ideologies and has since been a fundamental aspect of public administration training and education. This approach includes teaching civil servants to apply business principles in managing state affairs, framing citizens as customers.

However, the report concludes that this system “has failed to deliver its central promise of efficiency,” measuring success predominantly in economic terms rather than social effectiveness, overlooking the well-being of citizens.

This indicates a necessity to bolster public service skills and competencies, where continuous professional development becomes vital.

Read: Municipalities require skills development to maintain systems effectively

Additionally, the government must invest in the technologies of the Fourth Industrial Revolution. This should encompass “data infrastructure, systems, and human resources for efficient data utilization in decision-making.”

Some critics claim HR Connect is non-operational, suggesting inherent flaws in the system. If true, it must be replaced with a more effective personnel management system.

The study was conducted by the Public Service Sector Education and Training Authority (PSETA), in partnership with the Tshwane University of Technology’s (TUT) Institute for the Future of Work (IFOW).

Mashupye Herbert Maserumule, professor of public affairs, Tshwane University of Technology; Daniel Nkosinathi Mlambo, lecturer of public administration and policy, Tshwane University of Technology; John Ntshaupe Molepo, associate professor; Mogotsi Caiphus Maleka, head of the Department of Public Management, Tshwane University of Technology; Moraka Arthur Shopola, lecturer of public administration and local government, North-West University; Rasodi K Manyaka, senior lecturer of public affairs; and Ricky Mukonza, associate professor, Tshwane University of Technology

This article is republished from The Conversation under a Creative Commons licence. Read the original article.