In an era when the global labour market is perpetually evolving as a result of rapid technological advancements, like artificial intelligence (AI), shifting economic trends, and evolving workplace norms, sustainable employability has emerged as a cornerstone for future workforce development.

This paradigm shift calls for comprehensive understanding of how employability can be sustained over a worker’s lifetime, particularly in the dynamic context especially relevant in the face of labour shortages in Jamaica. The focus extends beyond simply upskilling and augmenting the workforce with new labourers; it encompasses fostering a labour culture in which employers actively implement policies and practices that promote sustainable employment.

This approach involves creating an environment in which long-term job stability, employee growth, and adaptability are central tenets. By doing so employers not only address immediate labour needs but also cultivate a workforce that is resilient, skilled, and capable of evolving with the changing demands of the global market. This strategic focus on sustainable employment is crucial in ensuring both organisational success and the long-term well-being of the workforce.

Recent changes in the business world have highlighted the importance of creating a sustainable workforce. Sustainable employability signifies that workers, throughout their careers, gain access to meaningful opportunities represented as a collection of skills and competencies. It also ensures that they are provided with essential conditions enabling them to make significant contributions through their work, both presently and in the future, while maintaining their health and well-being. This concept entails, firstly, a work environment that supports and encourages such sustainable employability. Secondly, it requires employees to possess the attitude and motivation necessary to leverage these opportunities effectively.

Presently, Jamaica boasts over 1.3 million individuals actively engaged in the workforce, a record high in the history of the nation’s labour market statistics. However, a critical question looms: How sustainable are these employment positions? Amidst this high employment rate there exists another significant segment — approximately 722,000 people of working age — who remain outside the labour force. This group includes a substantial number of individuals who are not enrolled in educational programmes, are within the employable age bracket, and possess the capability to work yet they exhibit no inclination towards seeking employment.

The reasons behind this detachment from the workforce are complex and multifaceted, encompassing factors such as the perceived lack of suitable job opportunities, possible mismatches between skills and job requirements, and potentially unattractive working conditions. Understanding and addressing the underlying causes behind this lack of engagement in the workforce is essential for tapping into this latent human resource potential and fostering a more inclusive and sustainable labour market in Jamaica.

Is it that those outside the labour force envision a new culture of work that is inclusive, flexible, and growth-oriented which could entice them to join the workforce? They seek an environment in which work-life balance is prioritised, offering flexible hours and the possibility of remote work options, catering to diverse life circumstances. Equitable opportunities for advancement, regardless of gender or background, are a significant consideration. Additionally, there is a strong desire for a supportive work culture that values mental health and well-being, along with fair compensation that reflects the cost of living and skill level. Training and development opportunities, which allow for continuous learning and career progression, are also highly valued.

This envisioned culture of work aligns with a broader global shift towards more employee-centric workplaces in which individual needs and well-being are as important as organisational goals and productivity.

Culture drives behaviour, behaviour drives activity, and activity drives productivity. This maxim is deeply resonant within the private sector. The prevailing workforce culture, sculpted by a myriad socio-economic factors, fundamentally influences the behaviour and outlook of both those currently employed and those outside the labour force. For the more than 1.3 million Jamaicans actively engaged in work, the dominant workplace culture significantly shapes their approach to job duties, their level of commitment, and, ultimately, their productivity. When this culture is positively oriented towards fostering growth, encouraging innovation, and supporting employee well-being, it can greatly amplify overall productivity and job satisfaction. This leads to increased job commitment, higher work engagement, and more sustainable employment.

Furthermore, a positive and progressive work culture can attract those currently not participating in the workforce, offering them compelling reasons to join and contribute to the labour market. In this way a constructive and forward-thinking workplace culture is not just a benefit but a necessity for building a sustainable and thriving labour force in Jamaica.

Conversely, for the approximately 722,000 individuals of working age who remain detached from the workforce, the existing labour culture may not provide enough motivation or opportunity to engage in gainful employment. The lack of alignment between the prevailing work culture and their expectations or needs — such as decent work, opportunities for growth, and a supportive environment — contributes to their reluctance to participate in the labour market.

To effectively address this detachment, it is imperative to cultivate a labour culture in Jamaica that not only values productivity and efficiency but also prioritises inclusivity, employee well-being, and adaptability. Such a culture would not only bolster the productivity of current employees but also attract those outside the workforce, transforming the labour landscape into one that is more dynamic, inclusive, and sustainable.

The journey towards a sustainable and resilient labour market in Jamaica is both challenging and essential. The shift in global labour trends, coupled with the specific socio-economic context of Jamaica, calls for a strategic re-evaluation of workforce development. Embracing sustainable employability as a guiding principle offers a path forward.

By fostering a culture of continuous learning, skill development, and adaptability, Jamaica can not only address its current labour shortages but also prepare its workforce for future challenges and opportunities. This requires a collaborative effort from the Government, educational institutions, employers, and the workers themselves. The key lies in implementing policies and practices that prioritise long-term employability, well-being, and inclusivity.

As Jamaica continues to navigate its unique economic landscape, the emphasis on sustainable employability will be instrumental in building a more dynamic, skilled, and robust workforce, ultimately contributing to the nation’s overall growth and prosperity.

Can it be done? Yes, it can!

Dr Henry Lewis Jr is an associate professor at University of Technology, Jamaica, in the School of Humanities and Social Sciences. He is also a social scientist and executive life coach. Send comments to the Jamaica Observer or hjlewis@utech.edu.jm.