The war for talents: organisations are only as good as their talents

By Samuel LARTEY (Prof.)

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The “War for Talent” is not just a global phenomenon, but also a critical issue within Ghana’s employment ecosystem. As organisations compete for the brightest and best, leaders in the country face an ever-increasing challenge: how to attract, retain, and grow top-tier talent in a rapidly evolving marketplace.

This article delves into how different leadership qualities influence recruitment decisions, the causes of unemployment among graduates, and the role that companies offering education for employment services can play in bridging the gap between education and job market requirements. We also spotlight the work of Daniel Amoaku Donkor and hotel management’s legacy in coaching, mentoring, and counseling as part of this broader discourse.

Talent Crisis: A-Level Leaders Versus C-Level Leaders

In every organisation, recruitment practices are often a reflection of the leadership quality at the helm. This distinction can be vividly captured by the following analogy:

1. C-Level Leaders hire D-level employees: These leaders often prioritise comfort and non-challenge in their teams, leading them to recruit employees who will not disrupt the status quo. D-level employees often lack initiative, creativity, and drive to push organisations forward.
2. B-Level Leaders hire C-level players:

Here, leadership may be competent but not fully transformative. B-level leaders often hire C players who may be competent in execution but lack vision and the ability to innovate.

3. A-Level Leaders engage A players:

These visionary leaders understand that an organisation is only as good as the talent it attracts. They seek out A players who bring innovation, critical thinking, and leadership of their own to the table. They prioritise growth, ambition, and long-term success.

This analogy is highly applicable to Ghana, where many sectors are yet to reach their full potential due to leadership challenges. It takes A-level leaders to attract Ghana’s brightest minds, yet these leaders are often constrained by outdated recruitment processes, limited financial resources, or an unwillingness to take bold steps.

Skills Deficit or Misaligned Workforce Requirements?

Ghana’s unemployment rate stood at 4.5% in 2021, a significant figure that reflects both the country’s population growth and the mismatch between available jobs and graduates’ skills. A 2019 study by the World Bank estimated that about 50% of Ghanaian youth aged 15-24 were not in employment, education, or training (NEET), highlighting the depth of the crisis. But what is the root cause of this issue? Is it a skills deficit or a broader systemic problem in education and workforce alignment?

The Skills and Capacity Debate

A frequent argument posits that the majority of Ghanaian graduates lack the practical skills and experience needed by employers. This skills gap, exacerbated by a theoretical and exam-driven education system, leaves graduates underprepared for roles that require hands-on experience, creativity, and problem-solving.

For instance, in fields such as ICT and engineering, there is a growing demand for technical and digital skills that are not adequately taught in many Ghanaian tertiary institutions. Despite initiatives like the Ghana Digital Transformation Project, which aims to equip over one million Ghanaians with digital skills by 2030, a considerable gap still exists.

The Workforce Requirement Gap

On the other hand, it can be argued that the problem is not solely the graduates’ lack of skills, but also the misalignment between educational outcomes and workforce demands. Employers, especially in the formal sector, often demand more experience and expertise than what entry-level graduates possess. This creates a gap between the talent pool and the opportunities available, escalating the unemployment crisis.

Many employers in Ghana continue to look abroad for certain specialised skills, further complicating the local employment landscape. This disparity between what the education system produces and what the workforce requires is a pressing issue that must be addressed.

Bridging the Gap: The Role of Education for Employment Services

To bridge the gap between education and employment, there is a growing need for third-party companies that offer education-for-employment services. These companies, such as local career development firms or global players like Andela and MEST Africa, have begun to fill the void by providing practical, job-oriented training.

Such companies can help mitigate the gap by offering intensive boot camps, internship programs, and mentoring initiatives that expose graduates to real-world business challenges. By focusing on upskilling and reskilling, they can better align young professionals with the needs of Ghana’s modern economy.

Furthermore, these companies offer a much-needed bridge between education and workforce requirements by integrating practical experience into their programs. In particular, Regent University College of Science and Technology, Dan Olive, and Versco Hotels work in training software developers and connecting them with international markets is a model that other sectors could emulate.

Mentoring, Coaching, and Teaching in Practice

The Author’s approach to mentoring, counseling, and coaching stands as an exemplary model in the effort to improve the employability of Ghanaian graduates. Through his work in various educational and professional settings, the Author has been instrumental in shaping young minds to think critically and solve real-world problems.

The Author’s initiatives are designed not only to impart knowledge but also to inspire self-confidence, resilience, and leadership skills, traits that are essential in today’s competitive job market. By fostering a culture of mentorship, the Author has helped young people transition smoothly from academia into the workforce, ensuring that they are not just employable but are positioned to become future leaders.

Conclusion

In conclusion, Ghana’s war for talent can only be won through a multi-faceted approach that incorporates strong, visionary leadership, practical educational reforms, and the establishment of intermediary institutions that bridge the gap between education and employment. Companies offering education-for-employment services are an essential part of this equation, enabling graduates to develop the skills needed to thrive in Ghana’s modern economy.

The Author has demonstrated through his work, mentorship and personalised coaching play a critical role in preparing the next generation of leaders. Ghana’s future success lies in its ability to foster homegrown talent that can compete on the global stage, and the war for talent will ultimately be won by those who invest in people, innovation, and growth.

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