A glimpse into the future and the way forward for universities
Just how do we envision the future? Are people ready for the new jobs envisioned in the years to come — thanks to rapidly changing technology? What do universities need to do in order to fill these skills gaps? What is the collective response of universities to prepare people for roles that may not exist today?
These were just some of the thought-provoking questions posed by Professor Mala Singh (right), Executive Director of People & Culture at North-West University during the session sub-themed Towards An Innovative Institutional Strategy, Appropriate Resource and Dynamic People Planning for a Sustainable and Successful Future in the University at the 3rd Higher Education Conference from 9-11 October. Themed ‘The Future of the University, this event was hosted by Universities South Africa.
She said “The pace of change is so fast that we don’t have time to ruminate about it but have to act swiftly in order to prepare for the future that is unfolding – literally, a storm is approaching. Do we understand the full spectrum of skills, mindsets and attributes that will be required and how do we migrate towards being responsive to these emerging priorities?
“I deliberately left out content and focused on skills, mindsets and attributes because content is ever changing and evolving all the time. So, we need to rely on those human skills of adaptability and flexibility and being a team player. Universities are powerfully poised to influence, to shape thinking and to respond to these issues. However, it requires a collective discussion and pooling of resources.”
Professor Singh said that educators and administrators have to continue to examine just how committed universities are to good governance and being a positive influence: “It takes strong voices to speak out about the corruption, the malpractices, the manipulation and the undesirable things. As the higher education sector our strong voices can leverage that power.”
Challenges currently facing universities
She listed some of the challenges currently facing institutions of higher learning:
- Limited funding including student funding (“We always hear how education inflation goes up higher annually than the fee increases for students.”)
- The cost of higher education provision versus the fees charged for it
- External factors determining and capping fees without any insight into the financial reality that universities are grappling with
- Student debt (“This is becoming astronomical not only in South Africa but the world over, at least in this country NSFAS cushions poorer students but what about ‘the missing middle?’”)
- High dropout rates
- Relatively conservative throughput rates
- Extended time to completion.
“We can’t throw up our hands and say there is nothing we can do about these challenges. We have to explore options with creative solutions to real world problems –the huge demand for education, retooling and reskilling amidst a shrinking budget,” reiterated Professor Singh.
Innovative Opportunities
There is a need, Professor Singh believes, for new and fresh approaches, reimagining what educators do at universities and reinventing universities themselves. Ways to do this include:
- Using artificial intelligence (AI) (“There is scepticism in the academic world about AI and whether we are ready to embrace all that it has to offer – we are going to have to see how it unfolds as it isn’t the answer to all our problems and raises some of its own challenges.”)
- 3D printing.
- Flipped classrooms.
- VR & augmented reality.
- Virtual labs.
- Social media.
- Blended/hybrid learning.
The Evolution
The world has changed and progressed since the 1970s when structures were hierarchical and processes focused on standardisation and efficiency. Today process, technology and people are centre stage so interactivity, mobility and openness become key.
Professor Singh listed some of the issues universities are currently grappling with: “I’ve worked at three universities and haven’t come across one where academic workload wasn’t at the centre of the discussion. Institutions also continue to struggle to fully integrate diversity, equity and inclusion into their leadership practices and these can mean something different at each university.
“We also have to be empathetic to those worried about job security. Jobs that exist today may no longer survive in the future and this has a huge impact on people and their psyche, so it is vital that we manage human expectations. We have to realise that machines cannot fully replace people so we need to work out where we invest in skills to cover these gaps.
“Automating bad processes won’t make them better. Digital connectivity does not equal digital augmented productivity. The Insight-to-Foresight pivot will happen simultaneously with data rather than sequentially. Higher order thinking, critical skills and innovation are mandatory, not just necessary. AI won’t replace people but people who use AI will replace people who don’t. Universities have to reskill talent and restructure job roles in ways that are sympathetic to employees who are undergoing these changes and this disruption,” she said.
Key Trends
- Data-Driven Decision Making: AI and predictive analytics will become central to informing recruitment, retention, and promotion decisions.
- Flexible Leadership Models: A shift toward more adaptable, matrix-based leadership models that can quickly respond to global and technological changes.
- Focus on Sustainability: Leadership will need to balance economic, social and environmental goals, particularly in advancing sustainable development goals.
- Digital Leadership: Leaders will need to manage remote teams effectively, integrate digital tools into their operations and embrace AI in both academic and administrative areas.
- Inclusive Leadership: Future leaders must prioritise building diverse, inclusive teams and creating environments that nurture innovation and creativity.
- Driving Innovation: University leaders must cultivate environments that promote experimentation and innovation, encouraging risk-taking and disruptive thinking.
- Building Respectful Leadership: As leaders navigate the complexities of higher education, they must emphasise emotional intelligence, inclusivity and civility, creating environments where staff and students feel valued and heard.
- Conflict Management: Leaders will need to develop strong conflict resolution skills, ensuring a harmonious and productive workplace culture.
In conclusion, building leadership capacity to manage the increasing change, disruption and complexity in higher education must entail the inclusion of multiple voices internally and externally, says Professor Singh.
“The future is already here with us.The leadership in universities must be capacitated for this new reality and the unfolding future. In the university of the future, governance, leadership and management development programmes are critical in a more complex and rapidly changing environment, especially in relation to sustainability and resource management.”
Janine Greenleaf Walker is a contract writer for Universities South Africa.