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One of the most persistent conversations in global workforce development is how to “close the gap” between education outcomes and labor market needs. While the aspiration is commendable, my recent engagement in the B20 South Africa 2025 Education and Employment Task Force (the official business voice of the G20) has reinforced what many of us in the field already know: This gap will never fully close. And that’s not a policy failure — it is a reflection of a fast-changing world.

Published statistics shared during the B20 discussions across the G20 countries showed that nearly 50 percent of workers are in jobs that do not match their qualifications and by 2030, 40 percent of current core job skills are expected to change due to technological disruption. These numbers are not surprising, as all education systems — no matter how well-designed — simply cannot move at the same speed as market innovation. The labor market is a moving target. That is why agility, not alignment, must be our new north star.

In this global context, �������� stands out as a forward-thinking model. Under Vision 2030, the Kingdom is investing heavily in human capital development. Initiatives like the Human Capability Development Program and sector-specific upskilling programs are building a resilient, future-ready workforce. These are not reactive measures; they are proactive strategies to prepare for the unknown. To stay ahead, we must rethink our entire approach to education and employment. There are several global best practices that �������� is already beginning to implement, and these could be scaled even further.

The gap between what education provides and what the market needs is not a failure; it is a permanent feature of a dynamic, innovation-driven world��

First, we must prioritize re-skilling over initial training. Employers often hesitate to invest in training due to an unclear return on investment. If we view re-skilling as a shared responsibility — where governments reduce financial risk and businesses contribute strategically — this barrier becomes surmountable.

Another point is that we must build demand-led skilling systems. Training programs should be linked directly to labor market needs, with employers involved in curriculum design. This ensures the skills taught are immediately relevant to the business sector and adaptable.

Furthermore, we should embrace modular learning and micro-credentials. Short, certifiable learning pathways offer a faster, more flexible way to gain employment-relevant skills without relying solely on traditional degrees.

We also need to focus on closing the digital divide. In a country rapidly adopting artificial intelligence, fintech and digital transformation, we must ensure equitable access to training tools for all, including rural and underserved populations.

Finally, we need to strengthen public-private partnerships. The private sector should not be seen as a passive consumer of talent but as an active co-designer.

The evolving nature of work demands that we shift our focus from chasing perfect alignment between education and employment to fostering systems that can evolve with change. The gap between what education provides and what the market needs is not a failure; it is a permanent feature of a dynamic, innovation-driven world. Instead of aiming to eliminate this gap, we must learn to navigate it with agility, resilience, and foresight.

��������’s strategic investments under Vision 2030 reflect an understanding of this reality. By embracing lifelong learning, building demand-responsive systems, and fostering collaboration between sectors, the Kingdom is setting a powerful example of how to future-proof its workforce. The goal is no longer to predict the future of work but to prepare people to thrive in it — no matter how it changes.

• Dr. Taghreed Al-Saraj is a bestselling Saudi author, international public speaker and senior adviser for education and innovation.

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