Degree obsession is crippling SA’s youth : Why corporate hiring needs a rethink

In a nation grappling with a staggering 4.9 million unemployed youth, South Africa's rigid fixation on educational degrees as the principal gateway to meaningful employment is not only outdated but is actively hindering economic progress.

Sandra Pretorius, General Manager at Afri Training Institute (ATI), argues that corporate South Africa must confront the growing disconnect between traditional hiring practices and the harsh realities of the contemporary job market.

“Skills-based hiring is not a nice-to-have; it is critical for tackling youth unemployment and building the agile, future-fit workforce businesses actually need,” she asserts. 

Pretorius emphasises that entrenched recruitment methods are part of the problem.

“Too many companies still use qualifications as a shortcut for screening. It is old-school thinking. Just because someone has a degree does not necessarily mean they possess the capabilities to excel in a role. And on the flip side, there are thousands of talented young people with the right attitude and potential who never even get through the door because they do not tick that box.”

Reflecting on her extensive experience working with diverse clients across sectors, she underlines that job-readiness often hinges more on adaptability, problem-solving, and emotional intelligence than on mere academic achievements.

"What matters is what someone can do, not what they studied. Give me a young person with curiosity and drive, and I can train them to thrive. They bring fresh thinking precisely because they are not boxed in by theory,” she explains.

Reformulating the HR mindset

Pretorius believes that a significant barrier to effective hiring lies within corporate policies and culture. “In many companies, HR still functions like an administrative gatekeeper when it should be sitting at the table with the CEO, shaping workforce strategy.

We worked with one client who had chronic staff turnover, and the root cause was rigid hiring criteria. Once we helped them shift to a competency-based model, retention improved almost immediately,” she highlights.

She advocates for the evolution of recruitment processes from transactional tick-box exercises into robust talent development strategies.

“If you recruit based on what people are good at and give them room to grow, they stay. That is what builds long-term capability and reduces talent churn,” she asserts.

Skills-first hiring as a business imperative

Pretorius makes a compelling case that a skills-first approach is not just a social necessity but a smart business decision.

“You expand your talent pool and fast-track productivity. Additionally, companies often see lower recruitment and onboarding costs. And they unlock innovation, because people from diverse and non-traditional paths bring new ways of thinking,” she states.

While acknowledging that compliance frameworks like B-BBEE can sometimes lead to risk-averse hiring practices, she urges businesses not to allow this to limit their strategic thinking.

“There is nothing in our regulatory environment that says you cannot value real skills. It just requires a more intentional strategy,” she adds.

Embedding continuous learning in company culture

Transitioning to skills-based hiring also demands a fundamental change in workplace culture. “You cannot hire for potential and then leave people to sink or swim,” says Pretorius.

“You need to be a learning-based organisation, one where continuous development is built into the day-to-day rhythm of work.”

ATI's commitment to supporting businesses through tailored training solutions exemplifies the impact of structured development.

“We recently placed 15 youth in a business administration learnership. Every single one was absorbed into full-time employment. Why? Because they were trained on what the business actually needed,” she shares.

Their model focuses on assessing business needs, sourcing or upskilling candidates from a nationwide database of unemployed youth, and constructing tailored training pathways aligned to workplace demands.

Entry into their programmes requires only basic schooling, with placement based on aptitude and motivation.

“You do not need a three-year degree to learn how to show up, collaborate, problem-solve, and deliver. You need a chance, structure, and support that is aimed at continuous learning and integration,” she insists.

A collective call for change

While admitting that South African universities are beginning to engage more with vocational and practical learning models, Pretorius emphasises the need for stronger collaboration between higher education and industry.

“We need industry to stand up and say, ‘Here is what we actually need from graduates,’” she urges.

Moreover, she challenges companies to rethink their approach to internships and junior roles. “Too often, interns are viewed as observers. We need to give them real experience.

Even better, let us create bridging programmes that get them ready for what to expect in the workplace,” she proposes.

Summing up her core message for corporate South Africa, Pretorius states clearly: “Help young people build foundational and emerging skills and give them space to evolve with your business. That is how you develop people who will drive innovation, resilience, and growth.”

“Degrees still have their place. But if we continue to prioritise credentials over competence, we will keep sidelining the very people who have the potential to transform our economy,” she concludes, compelling an urgent reevaluation of hiring principles across the nation.

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