Reskilling, upskilling + training
Volunteering can be a step towards career progress
G eorge Asamani, Managing Director, Project Management Institute, Sub-Saharan Africa, says volunteering is often framed as an act of goodwill rather than a pathway to professional growth. He suggests that this view misses an important point. Here he highlights how, in many cases, volunteering is one of the most effective ways to build capability, credibility, and leadership. Although as a practice it remains widely misunderstood, particularly in emerging markets, he argues that it deserves to be reconsidered. Across Africa, the disconnect between education and employability remains a persistent concern. According to the African Development Bank, 10 to 12 million young Africans enter the job market each year, yet employers continue to cite gaps in experience, problem-solving skills, and leadership readiness. The issue is not a lack of talent, but a lack of exposure. Traditional career paths, where progress depends on one’s level within an organisation, do not always provide the range of experience needed in a fast-changing economy. Volunteering, when approached with intention, can help close this gap. It puts people in situations where they are given responsibility. This is evident across global professional communities, including PMI, where just under 18 000 volunteers contribute to initiatives that shape practice and build capability. In many ways, it mirrors the pressures of formal roles, without the delays that usually come with waiting for such opportunities. This is particularly relevant for early and mid-career professionals. In traditional settings, the opportunity to lead is often something people have to wait for. It usually comes with senior roles, titles, and years of experience, rather
than readiness or potential. In volunteer environments, however, people may step into leadership early. Managing projects, working with teams, engaging stakeholders, and dealing with challenges are part of the day-to-day experience. This creates faster personal growth, which is hard to achieve in more rigid organisational structures. The absence of financial compensation is often cited as a deterrent. In many contexts, where financial pressure is real, this concern is valid and understandable. But it also reflects a narrow view of value. The benefits of volunteering may not be immediate, but they are significant. It builds experience that sets the individual apart, creates networks that open doors, and can show an ability to lead and deliver. Over time, these advantages grow and compound. Volunteering also helps build a different kind of professional network, one that is less transactional and more lasting. The relationships are built on shared purpose rather than immediate gain. In markets where professional systems are still developing, such networks can offer mentorship, support, and opportunities that might otherwise be out of reach. There is also a broader point to consider. As African economies become more connected to the global system, it is important not only to follow standards but to help shape them. Many of these standards are developed through collaboration, often by professionals contributing their expertise rather than through formal roles. Taking part in these processes allows individuals to go beyond their immediate organisations and engage in wider professional conversations. Of course, not all volunteering is created equal. The value lies not only in the act, but in the quality of the experience. Roles that demand accountability, offer exposure to diverse perspectives, and involve measurable outcomes, contribute most meaningfully to personal and professional growth. Approached in this way, volunteering becomes less about giving time and more about making deliberate investments in one’s development. In an environment where experience is generally the most significant barrier to progress, volunteering offers the individual a practical way to overcome that. It allows professionals to build a track record, test their abilities, and expand their horizons in ways that formal roles may not immediately permit. The wider implication is equally important. If more professionals engage in meaningful volunteer work, the cumulative effect is a stronger, more capable workforce, one that is better equipped to navigate complexity and drive project success. We need to reconsider volunteering – across Africa – as one of the most accessible ways to build the experience the workforce needs.
For more information visit: www.pmi.org
George Asamani, Project Management Institute, Sub-Saharan Africa.
30 Electricity + Control JUNE 2026
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