In 2026, CHROs are standing at the crossroads of three powerful forces reshaping learning and development (L&D) and skills development in South Africa:
Here we unpack how these forces will shape how organisations and CHROs develop their skills development strategies and talent pipelines in the year ahead.
South Africa enters 2026 with one of the highest unemployment rates in the world. Official unemployment sits at around 32.9%, with youth unemployment (15–34) at roughly 46% – meaning almost one in two young people in the labour market cannot find work. This is not just a social crisis; it is a defining mega-trend shaping every serious L&D strategy in South Africa.
Government policy recognises that workplace-based learning is central to solving this problem. The National Skills Development Plan (NSDP) 2030 explicitly prioritises expanding workplace learning opportunities, identifying critical skills at sector and local level, and aligning training investments with economic priorities.
The National Skills Fund’s 2025–2030 plan reinforces the same direction: more structured pathways into occupations in high demand, supported by occupational programmes and learnerships.
For CHROs, the message is clear: in 2026, learning and development is no longer a “nice-to-have” HR function. It is a strategic lever to:
This is where learnerships and skills programmes are an essential bridge between policy and practice - converting national objectives into real qualifications, real work experience and real employability.
In South Africa and globally, the rise of artificial intelligence (AI) and machine learning (ML) has made e-learning more accessible. At the same time, with human beings as the undeniable priority, the focus is on long-term, sustainable L&D. Trends that are influencing L&D include:
Technology has unlocked a new era. For one thing, virtual reality (VR) and augmented reality (AR) are gaining traction, offering immersive learning to simulate real-life scenarios.
In the context of skills, unemployment and the national development agenda, technology and innovation in L&D has huge potential. Consider increased accessibility, data-driven insights, and a culture of inclusive learning and the impact it has on skills development in the context of the B-BBEE scorecard:
Blended learning methods like e-learning modules, webinars, and video tutorials can overcome geographical barriers, allowing companies to train employees and learners across diverse locations, time zones, and schedules.
Learning management systems (LMS) can log participation, assess progress, and generate the reports that are essential for B-BBEE verification and audits. Tracking and reporting on training activities, workplace experience and outcomes strengthens compliance.
Employees with different learning styles - and those who are differently abled - can access content that suits them, in manners that suit them, when it’s possible for them. This promotes more egalitarian participation and opportunity.
Ongoing L&D empowers individuals to adapt to changing business needs and to contribute more powerfully.
A robust and flexible learning culture helps employer brands to attract and retain top talent. This benefits overall business performance, obviously, but it also contributes B-BBEE points towards skills development and employment equity.
For CHROs, this means 2026 is not just about “spending the skills budget” to tick compliance boxes. The real value lies in integrating your L&D investment into a coherent workforce and transformation strategy, where:
Zooming in, several micro-trends will show up in the day-to-day decisions of CHROs and L&D teams in 2026 and beyond.
Research consistently shows that structured, work-integrated programmes like learnerships help young people gain skills faster and improve their chances of employment.
In a labour market where youth unemployment trends above 45%, CHROs can expect growing internal and external pressure to scale youth-focused learnerships as well as absorption.
In practice, this means:
Skills programmes - shorter, focused interventions - are becoming the CHRO’s favourite tool for agility:
There is renewed focus on demonstrating the value and impact of learning. In 2026, CHROs can expect:
This is where partnerships with professional and accredited training providers matter. Providers are no longer only expected to bring accredited L&D programmes, but also data, dashboards and evaluation frameworks that help CHROs tell a credible value story – to executives, regulators and verification agencies.
Even as AI upskilling accelerates globally, employers and learning platforms report that “soft” skills – critical thinking, resilience, adaptability, collaboration and curiosity - remain in strong demand.
For South African organisations navigating uncertainty, these human capabilities remain essential. The implication is that every skills development programme needs a human-skills layer:
The organisations that win in 2026 and beyond are those that treat skills development not as an annual compliance exercise, but as a strategic L&D operating system that converts regulatory and transformation compliance and social obligations into competitive capability, employability and growth.
For CHROs, the challenge – and opportunity – in 2026 is to design that L&D operating system deliberately, with the right partners, programmes and metrics in place.
