Bridging the artificial intelligence skills gap
Equipping Namibia's workforce for a digital future
Bridging the AI gap is not only imperative for businesses but also an important step in ensuring that our workforce remains competitive, innovative and future-ready.
We are living in a world of rapid change. Artificial intelligence is continuously changing how we do our jobs, and Namibians need to upskill to adapt to the changes stemming from this transformation. AI is no longer something of the future; it's very real and very present in today's work environments, which, especially in fields such as financial services, are heavily reliant on the automation of processes, analysis of data, and improvement of customer experiences.
In such an environment, Namibia needs to narrow the gap that exists today between the available skills and those required for successful AI adoption within our work environments. For this, we need to equip workers with the foundational skills needed to harness AI, rethink education, and create a culture of lifelong learning across organisations.
The truth is that for many Namibians, AI may seem daunting, imagined as sophisticated algorithms and computer science. At its core, AI is about solving problems, improving efficiency and making better decisions. For instance, AI can accelerate repetitive tasks, including data entry and document processing, in financial services. The tools will also empower advisors to anticipate the needs of clients, recognise patterns in expenditure and determine risk accurately.
This means development of employees' confidence to engage with AI-powered systems, understand the data output and make decisions using the technology. We make AI more usable for all levels of employees within the organisation by equipping them with problem-solving skills, basic data literacy and familiarity with digital technologies.
Practical applications
But for such a dream to turn into reality, Namibia's educational institutions must rewrite curricula at all levels with the integration of AI-related content in a pragmatic and relevant way, including corporate training. This can begin with introductory programmes that demystify AI by showing employees that AI tools are there to augment – not replace – them.
Visualise a teller in a bank learning about how AI is able to predict periods of high demand and optimise their schedule around that, or a financial adviser who understands that spending patterns can be analysed by algorithms that then create customised savings plans.
The more real applications and examples provided to the employee, the more that training becomes a gateway, rather than a barrier.
All of these initiatives will be truly sustainable only when companies, training providers and educational institutions work in tandem. Organisations can take a lead by making an assessment of the prevailing skill levels in their workforce and identifying areas where AI could be introduced. AI-driven chatbots could answer basic client questions from service advisers, thereby easing workload pressures while enhancing the quality of the service.
In the identification of these skills gaps, vocational schools and universities will have to readjust their offerings with appropriate short courses or certifications that suit immediate needs within the workforce.
Ready for the future
But a strong foundation is just the start; establishing a culture of lifelong learning is as important. As AI technology evolves, so, too, must our skills. This could also be encouraged within the culture at Namibian workplaces: allowing employees to fiddle with new tools and to consider how AI might help them in their day-to-day work.
In this respect, simple workshops, mentorship or even internal competitions make learning about AI both fun and engaging. Imagine a hackathon: teams brainstorm new ways AI might be used to serve customers or enhance back-office operations. Such an approach fosters enthusiasm but, at the same time, it lets employees find the real value that AI can deliver.
Breaking down the complexity of AI, what it is and how it works will make it understandable for everyone in Namibia, right from entry-level employees up to management level, and help them apply it to their work.
It involves rethinking education and training, embedding AI skills into the daily role itself, and encouraging ongoing development – this is the only way we can give Namibians the confidence to thrive in the digital era. Bridging this gap will not only be a business imperative but also an important step in ensuring that our workforce remains competitive, innovative and future-ready.
*Eben Basson is the head of data and digital transformation at Old Mutual Namibia.
In such an environment, Namibia needs to narrow the gap that exists today between the available skills and those required for successful AI adoption within our work environments. For this, we need to equip workers with the foundational skills needed to harness AI, rethink education, and create a culture of lifelong learning across organisations.
The truth is that for many Namibians, AI may seem daunting, imagined as sophisticated algorithms and computer science. At its core, AI is about solving problems, improving efficiency and making better decisions. For instance, AI can accelerate repetitive tasks, including data entry and document processing, in financial services. The tools will also empower advisors to anticipate the needs of clients, recognise patterns in expenditure and determine risk accurately.
This means development of employees' confidence to engage with AI-powered systems, understand the data output and make decisions using the technology. We make AI more usable for all levels of employees within the organisation by equipping them with problem-solving skills, basic data literacy and familiarity with digital technologies.
Practical applications
But for such a dream to turn into reality, Namibia's educational institutions must rewrite curricula at all levels with the integration of AI-related content in a pragmatic and relevant way, including corporate training. This can begin with introductory programmes that demystify AI by showing employees that AI tools are there to augment – not replace – them.
Visualise a teller in a bank learning about how AI is able to predict periods of high demand and optimise their schedule around that, or a financial adviser who understands that spending patterns can be analysed by algorithms that then create customised savings plans.
The more real applications and examples provided to the employee, the more that training becomes a gateway, rather than a barrier.
All of these initiatives will be truly sustainable only when companies, training providers and educational institutions work in tandem. Organisations can take a lead by making an assessment of the prevailing skill levels in their workforce and identifying areas where AI could be introduced. AI-driven chatbots could answer basic client questions from service advisers, thereby easing workload pressures while enhancing the quality of the service.
In the identification of these skills gaps, vocational schools and universities will have to readjust their offerings with appropriate short courses or certifications that suit immediate needs within the workforce.
Ready for the future
But a strong foundation is just the start; establishing a culture of lifelong learning is as important. As AI technology evolves, so, too, must our skills. This could also be encouraged within the culture at Namibian workplaces: allowing employees to fiddle with new tools and to consider how AI might help them in their day-to-day work.
In this respect, simple workshops, mentorship or even internal competitions make learning about AI both fun and engaging. Imagine a hackathon: teams brainstorm new ways AI might be used to serve customers or enhance back-office operations. Such an approach fosters enthusiasm but, at the same time, it lets employees find the real value that AI can deliver.
Breaking down the complexity of AI, what it is and how it works will make it understandable for everyone in Namibia, right from entry-level employees up to management level, and help them apply it to their work.
It involves rethinking education and training, embedding AI skills into the daily role itself, and encouraging ongoing development – this is the only way we can give Namibians the confidence to thrive in the digital era. Bridging this gap will not only be a business imperative but also an important step in ensuring that our workforce remains competitive, innovative and future-ready.
*Eben Basson is the head of data and digital transformation at Old Mutual Namibia.
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