Imani Duncan-Price | Upskilling workforce: Catalyst for Jamaica’s productivity revolution

In an era defined by rapid technological advancement and shifting global economic dynamics, Jamaica’s private sector stands at a crossroads. The island’s historically sluggish productivity growth has long hampered its economic potential, but a solution lies within reach: strategic investment in upskilling employees. By aligning workforce development with future-ready skills, Jamaican businesses can ignite a productivity surge that benefits both their bottom line and the nation’s economic trajectory.

PRODUCTIVITY CHALLENGE

Over the past four decades, Jamaica’s productivity growth has been among the lowest in the Caribbean. According to the Planning Institute of Jamaica (PIOJ), labour productivity grew at an average annual rate of just 0.5 per cent between 1980 and 2020, far below regional peers like Trinidad and Tobago (1.2 per cent) and the Dominican Republic (3.1 per cent). The 1980s and 1990s were marred by structural adjustment programmes that prioritised austerity over innovation, leading to stagnant wages and underinvestment in human capital. By the 2000s, productivity briefly rebounded during pre-2008 commodity booms, but collapsed during the global financial crisis and never fully recovered.

The consequences are stark. According to the World Bank, Jamaica’s GDP per capita grew a mere 1 per cent annually from 2000 to 2020, compared to 3 per cent for emerging markets globally. Low productivity stifles competitiveness, limits wage growth, and exacerbates unemployment, particularly among youth (23.2 per cent in 2022). With tourism and agriculture — traditionally low-productivity sectors — dominating the economy, the urgency for diversification through skilled labour is clear.

ROADMAP FOR JAMAICA

The World Economic Forum’s (WEF) Future of Jobs Report 2025 offers a blueprint for progress. It predicts that 50 per cent of employees globally will require reskilling by 2030 as a result of technological adoption, with roles in AI, data analytics, and renewable energy surging. Conversely, 85 million jobs may be displaced, underscoring the need for proactive adaptation.

For Jamaica, three strategic pillars emerge:

1. Technology and digital literacy: Automation and AI could add $1.4 trillion to emerging economies by 2030 (McKinsey). All Jamaican firms must prioritise digital skills, from coding to AI customer management to cybersecurity.

2. Green economy expertise: As climate resilience becomes critical, training in renewable energy (e.g., solar manufacturing and installation) and sustainable agriculture can align with global trends.

3. Leadership and soft skills: The WEF highlights creativity and emotional intelligence as top skills for 2025, essential for managing remote teams and fostering innovation.

GLOBAL SUCCESS STORIES: LESSONS FOR JAMAICA

Several international companies exemplify the transformative power of upskilling.

Accenture – Philippines

Initiative: Accenture’s Skills to Succeed programme trains BPO workers in AI, cybersecurity, and advanced analytics. Employees earn certifications through partnerships with Coursera and LinkedIn Learning.

Outcome: 300,000 plus Filipino workers upskilled since 2020, with Accenture’s Manila offices reporting a 25 per cent boost in client satisfaction.

Jamaican adaptation: Jamaican BPOs could invest in similar certifications with local edtech companies like ‘One on One Learning’ to transition employees into roles such as AI moderation and blockchain support, transitioning to high-value tech services.

Twiga Foods (Agriculture-Tech) – Kenya

Initiative: Twiga Foods uses its mobile platform to train informal vendors in inventory management, digital payments, and food safety. The company also educates farmers on climate-smart practices via SMS-based tutorials.

Outcome: Over 100,000 vendors and farmers trained since 2018, reducing post-harvest losses by 30 per cent and increasing vendor profits by 25 per cent.

Jamaican adaptation: Local agribusinesses could adopt mobile platforms to train farmers in precision and climate-smart agriculture and connect them to digital platforms to optimise pricing and logistics.

Grameen Bank – Bangladesh

Initiative: Grameen Bank’s Education Loan Program provides low-interest loans to women for vocational training in tailoring, nursing, and IT. Recipients also attend financial literacy workshops.

Outcome: Over two million women trained since 2002, with 80 per cent starting small businesses. Default rates on loans dropped to two per cent.

Jamaican adaptation: Jamaican microfinance or small business institutions could bundle loans with training in digital marketing or green entrepreneurship, targeting rural women and youth.

CHALLENGES OF IMPLEMENTATION

For companies, applying these solutions will not be easy. But it is necessary for the growth and survival of the enterprise and, indeed, wider Jamaica.

In agribusiness, limited digital literacy among farmers, poor rural internet connectivity, and high costs of technology hinder the adoption of precision agriculture tools and digital market platforms. BPOs struggle with a skills gap in advanced technologies like AI and blockchain, high training costs, and resistance to transitioning from traditional call centre roles. Microfinance institutions face challenges in educating micro-entrepreneurs on digital financial tools, ensuring data security, and overcoming scepticism about digital platforms.

Across sectors, common barriers include inadequate infrastructure, limited awareness of digital tools, and the need for significant investment in training. Additionally, competition from global markets pose further difficulties.

To address these challenges, companies can leverage public-private partnerships, government incentives, and localised training programmes. Simplifying digital tools, offering affordable access to technology, and showcasing success stories can drive adoption.

For agribusiness specifically, user-friendly apps with intuitive designs and local language support would have to be developed. These could be supported by workshops to teach farmers how to use mobile platforms, leveraging community centres or cooperatives. In addition, disconnected supply chains make it difficult to integrate farmers into digital platforms for pricing and logistics. However, platforms like ‘Farm Credibly’ can be used to strengthen financial management and connect farmers with buyers and logistics providers.

The necessary upskilling for BPO employees could be enabled by local edtech firms or platforms like Coursera in a scalable and cost-effective way for which incentives can be offered to the employees. Transitioning to advanced tech services could also require companies to invest in more robust IT infrastructure. They could adopt cloud-based platforms to reduce the need for expensive on-premise infrastructure, as well as collaborate with global tech companies.

In the case of Microfinance, companies can offer mandatory financial literacy training before disbursing loans, covering topics like budgeting, savings, and debt management. Use SMS or apps to deliver byte-sized financial lessons, similar to Kenya’s M-Pesa Academy. While rural areas lack the infrastructure (e.g., Internet, training centres) to deliver digital and green entrepreneurship training effectively, there are solutions. Deploy vans equipped with laptops and solar panels to deliver training in remote areas. Partnerships with NGOs and relevant edtech platforms could provide the customised learning needed.

While challenges in implementation exist, they are not insurmountable. They can be overcome through targeted upskilling, leveraging strategic partnerships, simplifying technology and investment in infrastructure. Companies have to be deliberate in securing their future.

Jamaica’s Vision 2030 aims to make the country ‘the place of choice to live, work, and raise families’ and will require a productivity revolution fuelled by upskilling. Private sector leaders must act now, viewing workforce development not as a cost but as an investment. As the World Bank emphasises, every one per cent increase in workforce skills correlates to a two to three cent GDP boost.

The path to prosperity lies in investing in its greatest asset: its people. By embracing the lessons of the WEF and global innovators, Jamaican companies can transform their workforce into a catalyst for national prosperity.

Imani Duncan-Price is a strategy and implementation consultant, World Economic Forum Young Global Leader and former senator. Email feedback to columns@gleanerjm.com and imaniduncan@gmail.com