Recent unemployment statistics demonstrate that South Africa is still battling to find work for all its people – and the situation for youngsters is even more dire.
The latest Q4 2025 Quarterly Labour Force Survey confirms that for millions of young South Africans, survival, not progress, remains the defining feature of economic life.
While the official youth unemployment rate for youth aged 15 to 34 marginally declined from 44,6% in Q4 2024 to 43,8% in Q4 2025, this should not be mistaken for recovery.
A decade ago, youth unemployment stood at 34,9%. Today, young people are more excluded from stable work than they were 10 years ago, despite repeated policy commitments to inclusive growth and job creation.
Among 15 to 24-year-olds, the official unemployment rate remains 57%, the highest of any age group. This figure only counts young people actively searching for work. Once discouraged youth are included, the data reflects a generation cycling between long-term unemployment, informal work, and survivalist income strategies rather than progressing into stable careers.
These numbers should be keeping lawmakers and educators alike awake at night, pondering how to capitalise on our massive youth dividend to drive the economy now and into the future.
Digitalisation is an accepted reality in the business world, and artificial intelligence is rapidly gaining a firm foothold. So it’s well past time that we reconsider how we are fitting young people for work in the real world.
Loraine Vorster, CompTIA vice-president: sub-Sahara Africa, points out that AI is already reshaping work.
“It automates routine tasks such as data entry, scheduling and reporting, while generating insights that support better decision-making where data is reliable,” she says.
“This frees people to focus on strategy, creativity and problem-solving – areas where human capability remains essential.”
But AI works best as a co-pilot, enhancing human judgment rather than replacing it,” she points out.
Vorster cites world wide web creator Tim Berners-Lee, who said: “The web is more a social creation than a technical one. Its future depends on the quality of human judgment.”
The same is true of AI, she believes. “Technology evolves quickly, but responsibility remains human.”
The rise of AI, and its increasing usefulness, feeds into humanity’s fear of their jobs being taken over.
“AI will change many roles, but it is unlikely to replace people entirely,” Vorster believes. “Routine tasks may decline, but critical thinking, creativity, communication and ethical reasoning will become even more valuable.
“The professionals who thrive will be those who can guide AI, challenge its outputs and apply context.”
She points out that new roles are already emerging, including AI trainers and data governance specialists.
“The real risk is not AI replacing people – it is people failing to adapt,” Vorster warns.
Learning AI skills
And this means that people should be looking to the acquire AI skills, she adds.
“Most professionals do not need to build AI systems, but they do need to use them effectively and responsibly.”
This is why AI literacy is fast becoming a core business skill.
“Workers need to understand how the tools work, how to prompt them well, how to assess outputs critically, and how to manage data securely.
“This is not about becoming technical. It is about becoming AI-capable.”
Using AI to learn
Fortunately, there is a ready tool available for people wishing to acquire new skills: AI.”
“AI can personalise learning, highlight knowledge gaps and simulate real-world challenges,” Vorster explains.
“At the same time, people need structured education about AI itself – how it works, how to use it safely and where the risks lie.”
For organisations, combining practical AI skills with governance and ethics will build confidence without increasing risk, she says.
On an individual level, people can use AI tools to practise skills, test understanding and receive rapid feedback.
“Companies can design smarter learning pathways, tailor training to roles and track progress more effectively,” Vorster points out.
“Used strategically, AI accelerates development while maintaining accountability.”
The real value of AI
The very real concerns that people and organisations feel about AI shouldn’t get in the way of its implementation, Vorster says.
“AI brings change, but it also brings opportunity.
“Organisations that invest in AI literacy, governance and responsible use will gain a competitive advantage. AI does not replace human talent; it amplifies it.
“The question is not whether AI will shape the future of work – it is whether organisations are preparing their people for it.”