richardw@workforce.co.za

In an era where technology provides answers at the tap of a screen, the question arises: Are students truly learning, or are they merely outsourcing their thinking? With the rapid rise of Generative AI tools like ChatGPT, Gemini, and Claude, education faces a paradox. These tools are revolutionising access to knowledge, yet they challenge traditional notions of learning and critical thinking.

The rise of instant answers

During a recent classroom discussion, a student shared how they completed their entire learnership assignments using ChatGPT. While the output was impressive, I couldn’t help but wonder—did they truly understand the subject? This incident reflects a growing challenge in today’s AI-driven learning environment.

Remember when research meant poring over library books and scribbling notes for hours? Today, those hours are reduced to seconds with a simple AI prompt. But is convenience coming at the cost of real learning? Today, a single prompt typed into an AI chatbot can generate a detailed essay, solve a complex equation, or summarise an entire book. While this ease of access is undoubtedly convenient, it raises concerns about the depth of learning taking place.

The question I have is: Is knowing where to find an answer the same as understanding it? Can critical thinking, problem-solving, and creativity thrive when learners rely on AI to do the heavy lifting?

The erosion of research skills

Traditional research teaches more than just finding information; it fosters analytical thinking, perseverance, and the ability to evaluate sources critically. With AI tools, students may skip these crucial steps. Instead of delving into a topic and synthesising information, they risk becoming passive consumers of pre-packaged answers.

A recent study found that many students who use AI tools struggle to explain the concepts in their own words. This suggests a disconnect between accessing information and internalising it. If unchecked, this trend could lead to a generation of learners who excel at using tools but lack foundational knowledge and skills.

Many educators, myself included, have noticed a growing number of learners submitting polished assignments but struggling to articulate the core ideas during discussions. It’s as if their understanding exists only at surface level, mirroring the AI-generated responses.

James Maisiri, writing for the Mail & Guardian, highlights how AI has the potential to address challenges in South African education, such as teacher shortages and inequalities. However, he stresses the need for thoughtful implementation to ensure AI enhances learning rather than undermines critical skills. Similarly, a systematic review in the International Journal of Learning, Teaching and Educational Research reveals that AI-powered tools, like automated assessments and intelligent tutoring systems, can boost engagement and personalise learning, though challenges such as infrastructure gaps and ethical concerns must be addressed.

The role of educators in the AI era

Educators face the challenge of integrating AI into learning without compromising its integrity. Rather than banning these tools, schools, universities, FET Colleges, and Training providers should focus on teaching students how to use them responsibly. For instance:

• Encourage critical evaluation: Train students to question the accuracy and bias of AI-generated content.
• Promote ethical use: Highlight the importance of academic integrity and the risks of plagiarism when using AI.
• Foster deep learning: Design assignments that require original thought, collaboration, and problem-solving, beyond what AI can deliver.

Teaching students to evaluate the accuracy and bias of AI-generated content is essential. We also need to promote academic integrity, ensuring learners understand the ethics of using AI tools. Most importantly, assignments should foster original thought and collaboration, pushing students to think beyond what AI can deliver.

Becky Pringle, president of the National Education Association, advocates for teacher training to harness AI responsibly while ensuring equitable access. She views AI as a tool that can complement educators by reducing workloads and freeing them to focus on fostering critical thinking and creativity.

Balancing convenience and competence

Generative AI should be seen as a supplement to, not a replacement for, traditional learning methods. It can streamline repetitive tasks, provide instant feedback, and offer personalised learning paths. However, educators and learners must ensure that the core skills of research, critical thinking, and independent learning are not lost in the process.

Chris Dede, a professor at the Harvard Graduate School of Education, warns against over-reliance on AI. He highlights the importance of maintaining human mentorship and nuanced understanding in education, stressing that AI should support, not replace, educators.

A call to reflect

Sal Khan, the CEO of Khan Academy, recently spoke about the transformative potential of AI in education. He highlighted how AI could be used to enhance personalised learning and address gaps in understanding. However, he also emphasised the importance of guiding students to engage deeply with content, warning against over-reliance on AI as a shortcut to learning.

As AI reshapes education, we face a choice: use it to enhance human potential or let it diminish the skills that define us. The future of learning depends on how wisely we navigate this delicate balance.

As we embrace AI in education, the fundamental question remains: Are we preparing students for a future where they can think critically and innovate, or are we teaching them to rely on shortcuts? The answer lies in how we balance the use of technology with the cultivation of human intelligence.

References

• Maisiri, J. (2024). AI as a beacon of hope for education reform. Mail & Guardian. Retrieved from https://mg.co.za
• International Journal of Learning, Teaching, and Educational Research. (2024). AI in higher education: Benefits and challenges. Retrieved from https://ijlter.net
• Khan, S. (2023). How AI Could Save (Not Destroy) Education. TED Talk. Retrieved from https://www.ted.com
• Dede, C. (2024). Educating in a world of artificial intelligence. Harvard Graduate School of Education. Retrieved from https://www.gse.harvard.edu
• Pringle, B. (2024). How AI can transform education responsibly. National Education Association. Retrieved from https://time.com

South Africa is on the cusp of a skills development transformation. As the country phases out legacy qualifications and formally shifts to occupational qualifications under the Quality Council for Trades and Occupations (QCTO), training providers, employers, and — most importantly — learners must prepare for a new, more structured way of learning and working.

At Training Force, this isn’t just about policy change. It’s about people. It’s about ensuring that young South Africans, many of whom face barriers to education and employment, can access real, relevant opportunities that lead to lasting change — for themselves, their families, and their communities.

From Generic to Purpose-Driven Learning

Under the legacy model, learners often completed broad qualifications that weren’t always aligned with specific roles in the workplace. The QCTO era introduces occupational qualifications — designed around real job functions and employer needs. A qualification like “Business Administrator” now prepares a learner for exactly that role, bridging the gap between training and meaningful employment.

This change is especially powerful for youth, unemployed individuals, and informal workers seeking a formal pathway into the economy. It ensures their training isn’t just theoretical — it’s directly tied to a career.

Why It Matters for Learners and Communities

QCTO qualifications culminate in an External Integrated Summative Assessment (EISA), a national examination that formally verifies whether a learner is competent to perform in the workplace. This brings much-needed standardisation and credibility, but it also requires proper preparation, support, and guidance — something Training Force is uniquely equipped to provide.

For learners, this means:

• Gaining job-specific skills that employers truly value
• Earning nationally recognised qualifications
• Accessing work experience and mentorship through structured training
• Having a clear career pathway in a sector aligned to their strengths

And for communities, it means empowering young people to contribute meaningfully to local economies, reduce unemployment, and foster generational change.

Training Force’s Role: Making QCTO Work for People

As a people-first training provider, Training Force is not simply reacting to the QCTO changes — we’re actively leading the way in helping organisations and learners adapt. Our approach goes beyond compliance; we are partners in transformation.

Here’s how we support learners and employers:

• Matching occupational qualifications to actual job roles
• Helping employers and SETAs register qualifications where gaps exist
• Offering flexible, learner-centred delivery models (in-person, virtual, hybrid)
• Preparing learners thoroughly for the EISA through continuous learning support
• Assisting with Recognition of Prior Learning (RPL) for experienced workers without formal certification
• Ensuring learners are not just trained, but ready for employment

The Time to Act is Now

Legacy qualifications are being phased out. The QCTO model is here to stay. Employers must start mapping roles, adjusting training strategies, and investing in qualifications that align with their operations. But equally important, learners must be supported — not just through training, but through mentorship, guidance, and a pathway to real opportunity.

At Training Force, we see this as a chance to deepen our impact. We don’t just develop skills — we uplift people. We create access. We make futures possible.

Let’s Build a Future That Works

The QCTO era marks a new beginning for skills development in South Africa. With the right approach, it can become a powerful tool for social change — one that reduces unemployment, closes the skills gap, and gives more people the dignity of meaningful work.

If your organisation wants to be part of that change, Training Force is ready to walk the journey with you — and with the communities we serve.

 

By Daniel Orelowitz, MD at Training Force

Though the buzzwords “job creation” and “economic growth” often dominate boardroom discussions, it is the humble Small and Medium Enterprises (SMEs) that truly bring these concepts to life. SMEs are the ones taking risks, hiring locally and revitalising our markets. Yet, they are the ones struggling, particularly in accessing the skills they desperately need. The growth potential is clear – SMEs do not simply fill gaps in the market, they create new ones. They innovate and they adapt with a nimbleness that bigger entities lack but this potential is often choked by a lack of resources, especially in upskilling their workforce. It is unrealistic to expect SMEs to compete on a global scale, if they’re perpetually battling to stay afloat due to a skills deficit.

Corporate self-interest – strengthening the supply chain

Many SMEs lack the financial resources to invest in training that would improve the quality of their products or services. By providing financial and resource support, corporates can bridge this gap and enable SMEs to develop the skills needed to meet industry standards.

To put it bluntly, this is a prime opportunity for corporates to provide real support for SMEs by funding training programmes that enhance their capabilities. The argument for corporates to step in isn’t just a matter of social responsibility, it’s directly related to self-preservation. Given the sheer scale of interconnected global economies, supply chains are only as strong as their weakest link. By investing in SME skills development through Enterprise and Supplier Development (ESD) initiatives, larger organisations are not just throwing a lifeline; they’re strengthening their own position. An SME with a well-trained workforce is a more reliable supplier, a more innovative partner, and a more capable contributor to the wider ecosystem.

Strategic investment with skills development as a priority
Throwing money at the problem isn’t enough. Too often, ESD funds are misdirected, or worse, squandered, because the recipient lacks the business acumen to manage them effectively. This is where the “skills” part of “skills development” must be brought sharply into focus.

SMEs and their workforces require a diverse skill set on top of the basics of management skills, financial literacy, and administrative capabilities. Equipping individuals with these competencies ensures that the right people, possessing the right skills, are in place to maximise the Return on Investment (ROI) from ESD funding.

Putting the focus on skills development in the right place
To achieve this, a dedicated portion of every ESD investment must be explicitly earmarked for comprehensive training. This isn’t as complicated as it sounds. To maximise the impact of these initiatives, corporates should partner with accredited training providers, who will bring in the experts to deliver impactful, relevant programmes, tailored to the unique requirements of the SME.

Let’s not forget the operational burdens that often cripple SMEs – the endless admin, the cash flow struggles, the constant juggling of multiple roles – these are the realities that prevent entrepreneurs from focusing on growth. Corporates can step in to alleviate these burdens by providing resources for administrative support, or by facilitating learnerships and internships where relevant, to give SMEs, the breathing room they need to move beyond survival.

Stepping up to champion SME skills development
In short, it’s about building the human capital that will drive long-term success. By outsourcing training to reputable providers, corporates can ensure that SMEs receive high-quality, relevant skills development that directly contributes to their growth. Such a partner would manage the skills development aspect of the investment from start to finish – covering everything from training materials to compliance reporting, making it almost effortless on the corporate’s part to contribute to the growth of SMEs through their supply chain.

To get there, however, a paradigm shift needs to happen. Corporate South Africa needs to move from a mindset of charity to a mindset of strategic partnership. This isn’t about handouts; it’s about investing responsibly in the future of businesses and communities. It’s about recognising that when SMEs thrive, South Africa thrives.

By Daniel Orelowitz, MD at Training Force

South Africa’s unemployment crisis is a national tragedy. Stats SA in the final Quarterly Labour Force Survey (QLFS) for 2024 confirmed the scale of the challenge – too many are seeking work and finding only frustration. But what if this crisis could be rebranded as an opportunity? What if there’s a way to equip jobless South Africans with the skills they need to build real careers, even if it means setting them up to look for overseas opportunities first? The world needs trained workers and skilled professionals, particularly in the food production, hospitality and customer service industries.

Training South Africans to meet those needs would be life changing and the impact of training programmes tailored for international employers would be invaluable. Our people could gain global experience, earn competitive wages and develop much-needed expertise, which they’ll bring home with them and put to work strengthening South African industries. It’s a win-win situation, that much is undeniable. The only thing that remains is figuring out how to make it happen faster – how to effectively turn local training into launchpads for global careers.

Setting the scene – breaking down the figures
South Africa’s official unemployment rate saw a slight dip to 31.9% in Q4 2024, according to Stats SA. While this shows a small increase in employment and a decrease in the number of unemployed, it masks a concerning trend: a rise in discouraged work-seekers by 160 000 (up by 5,0%). This suggests that many have given up hope of finding employment, a worrying indicator of the depth of the problem. Furthermore, youth unemployment, while showing a marginal improvement to 44.6%, remains high, indicating the continued vulnerability of young people in the labour market.

The big picture here? Millions of people, especially young people, cannot find jobs. This is partly because businesses, both international and South African, aren’t investing enough in the country. Factors like complicated regulations make it hard to do business here and companies often look elsewhere, discouraged from expansion and investment by the amount of red tape involved in dealing with South Africa. For our youth, 337 158 matrics qualified recently for university admission but there are only 202 000 places at campuses around the country. This shows that we have people willing to work and willing to learn; however, a shortage of opportunities prevents them from doing so.

Rebranding to find a new horizon of opportunity

On the other hand, there is an urgent need for skilled workers in places like Europe and America. They’ve got aging populations and not enough young people to fill the vacancies. Plus, even though still highly-qualified, a lot of people aren’t interested in some of the more basic, but still important, jobs – like business administrative work or skilled trades. Even call centres in the UK cannot retain staff, despite competitive pay and lucrative benefits. Simply put, these just aren’t jobs that people over there want to do, and that leaves a gap for South Africans to fill.

So, how do we help South Africans to seize these life-changing global opportunities? This is where targeted training comes in, with the potential to address our unemployment crisis from a fresh angle. We’re already seeing interest from overseas companies looking to hire, and now our job is to bridge the gap by equipping people with the skills they need to take them overseas to more mature markets. It’s about training people to meet international standards so they can confidently take on 12-month contracts abroad.

Preparing for global work and strengthening local industries
Consider this analogy: Just as South Africans frequently relocate within the country for employment opportunities, so too could they seek work internationally. Instead of a move from Mpumalanga to Cape Town, for example, it now becomes possible to make a move from Mpumalanga to London. The pay is competitive, the experience is incredible, and when these individuals return, their employability has increased.

By Hannah Moodley

Employment Equity (EE) is more than a compliance requirement—it is a strategic tool that organisations can leverage to drive transformation and build a pipeline of skilled professionals. While EE plans are designed to promote fair representation and diversity in the workplace, their effectiveness depends on the availability of structured, skills-based training that prepares employees for meaningful career progression.

Is Your EE Plan Truly Effective?

For many organisations, the challenge is not only meeting the numerical targets of an EE plan but ensuring that employees are genuinely empowered through skills development. Without structured training interventions, EE transformation can become a box-ticking exercise rather than a mechanism for real change.

Can Unaccredited or Aligned Training Meet EE Objectives?

A common concern for businesses is whether unaccredited or aligned training programs contribute meaningfully to EE goals. The answer lies in a blended approach. While formal qualifications are valuable, unaccredited short courses and skills programs provide employees with the practical expertise required to perform effectively in their roles. These programmes offer flexibility, are tailored to industry needs, and can be implemented more efficiently than full qualifications.

Tailored Training Solutions for Sustainable EE Transformation

At Training Force, we offer a range of training solutions that support businesses in meeting their EE objectives while equipping employees with the necessary skills to advance their careers. Our short courses, skills programs, and learnerships are designed to align with your EE plan, ensuring that by the end of its cycle, employees have undergone meaningful skills transformation.

By integrating structured training into EE strategies, businesses can create a sustainable succession plan, closing skills gaps while promoting leadership development. The result is a workforce that is not only compliant with EE requirements but also more capable, competitive, and future-ready.

Invest in skills development today to ensure the full impact of EE transformation is objectively met.

By Daniel Orelowitz, Managing Director at Training Force

The establishment of shopping centres in rural South Africa presents a significant opportunity to stimulate economic growth and create much-needed employment. However, realising this potential hinges on effectively addressing a critical challenge: the skills gap within local communities.

The economic impact of rural shopping centres
Shopping centres act as economic catalysts in several important ways. They generate direct employment opportunities across various roles, from retail assistants and cashiers to security guards, cleaning staff, and management positions. By offering a wider variety of goods and services, they reduce the need for long-distance travel for basic necessities, keeping spending within the local economy. In the same vein, shopping centres attract other businesses, such as Small and Medium Enterprises (SMEs) that may open complementary services, further expanding employment opportunities. Finally, they can serve as social hubs, fostering a sense of community and providing spaces for social interaction and local events

Identifying the skills gap
People in rural communities may lack the skills needed to succeed in the retail sector. This includes a lack of understanding in areas like customer service, inventory management, and basic financial literacy. They may also lack familiarity with technology used in retail settings and essential people skills like communication and teamwork. By addressing these skill gaps, training programmes can equip individuals with the necessary knowledge and skills to succeed in the retail sector.

Hosted solutions – a practical approach to skills development
To bridge these gaps, “hosted solutions” – dedicated training centres established within or near rural communities – offer a practical and effective approach. These centres provide hands-on training in simulated retail environments, allowing trainees to apply theoretical knowledge and develop essential skills. By locating training centres within or near rural communities, these solutions improve accessibility by reducing travel time and costs for participants. The training curriculum can be tailored to specific industry needs and local market demands, ensuring training remains relevant and valuable while training centres can offer ongoing support, mentorship, and job placement assistance, increasing the likelihood of successful career pathways.

Proactively focusing on retail-specific skills
Equipping candidates for retail jobs requires a focus on several critical areas, such as excellent customer service skills, which includes effective communication, active listening, problem-solving, and the ability to build rapport with customers. Training in inventory management, including the understanding of stock control principles, for receiving, storing, and tracking inventory accurately, is also essential. Cashier operations, including handling cash transactions, processing payments, and managing returns, require thorough training. Developing persuasive communication skills, product knowledge, and the ability to upsell and cross-sell effectively are also essential sales techniques that can be taught.

Importantly, training should commence before and during the construction of shopping centres in rural areas. This proactive approach will allow local communities to directly benefit from the development by providing employment opportunities for skilled individuals from the very beginning. It will also ensure that the workforce is adequately prepared to meet the demands of the new retail outlets as they open, leading to smoother operations, increased customer satisfaction, and long-term success for the businesses within the shopping centre.

Building partnerships for success
Partnerships with local stakeholders are vital to ensure the success of these training initiatives. Community leaders play a vital role in identifying training needs and mobilising community support, while educational institutions can provide access to training resources and facilities, and local transport providers can arrange affordable and accessible transportation for trainees to attend training centres.

Close collaboration with retailers will be necessary to ensure training programmes align with the specific requirements and expectations of the industry. Here, retailers should actively participate in the design and delivery of training programmes, providing input on skills needs, industry best practices, and desired employee attributes. Retailers can also provide mentorship opportunities for trainees, allowing them to gain practical experience and build professional networks, even playing an active role in job placement by offering priority hiring to graduates of the training programmes.

Skills development as a catalyst for upliftment
In prioritising skills development, rural communities can transform shopping centre developments into drivers of sustainable socio-economic progress. The empowerment of local residents with the skills and knowledge necessary to secure employment within the retail sector can create sustainable employment opportunities that reduces migration to urban areas as well as reliance on subsistence farming. Furthermore, by increasing local spending and attracting further investment within the community, these initiatives can boost local economies.

By investing in targeted and accessible training initiatives, leveraging the power of dedicated training centres within local communities, and fostering strong partnerships with local stakeholders, South Africa can significantly enhance the impact of rural shopping centres. These initiatives will not only generate employment opportunities and stimulate economic growth but also greatly benefit rural communities.