Going for Growth: Developing Talent
The government’s Going for Growth strategy highlights the importance of developing talent to drive economic success. While it’s encouraging to see this focus, there are real challenges and complexities when it comes to building a sustainable digital technology workforce in New Zealand. Right now, nearly 45% of our 120,000-strong digital technology workforce holds a work visa. That’s an enormous proportion, which highlights both our reliance on immigration and the potential opportunity to strengthen local talent pipelines.
The Pros: A Clear Focus on Talent Development
On the surface, the strategy’s commitment to developing a skilled workforce is a welcome one. It acknowledges that businesses need access to talent and that a well-functioning education system is essential to delivering this. The government’s plans to improve literacy, numeracy, and vocational education aim to create a stronger pipeline of skilled workers, which in theory should benefit the tech sector.
Additionally, the recognition that digital technology is fundamental to New Zealand’s economic growth aligns with what the industry has been saying for years. Every sector—whether it's agriculture, health, finance, or manufacturing—relies on digital capabilities. Ensuring that education and workforce strategies support this reality is critical.
The Cons: No Clear Pathways for Emerging Talent
Despite this emphasis on developing local skills, right now there is a significant disconnect between education, workforce development, and industry realities. There are very few graduate or entry-level roles in digital technology. New Zealand businesses are largely hiring experienced professionals, leaving little room for those entering the workforce to gain the experience they need.
This is where the strategy needs to go further:
Education must be tightly aligned with industry needs. Are we teaching the right skills for a rapidly changing technology landscape?
Businesses must be incentivised to hire and train new graduates. Without structured internships, cadetships, or apprenticeships, local talent will continue to struggle to gain traction in the industry.
Professional standards must be strengthened. A well-defined framework for professional development, ethical practice, and competency assurance is critical for maturing our businesses and ensuring global competitiveness.
The Immigration Factor: Balancing the Workforce
Immigration will always play a role in tech—New Zealand cannot meet its needs without skilled workers from overseas. However, the current ratio is unsustainable. Relying on immigration without creating real pathways for New Zealanders to enter the industry is short-sighted. A more balanced approach would be:
Encouraging businesses to hire and upskill local workers rather than defaulting to overseas talent.
Making sure training and education programs match actual industry demand—not just for today’s jobs, but for where the industry is heading.
Investing in structured talent pipelines, such as cadetships and apprenticeships, to create clear pathways for young and transitioning workers.
Final Thoughts: Where to from Here?
The Going for Growth strategy acknowledges the importance of talent, but it does not appear to address the practical barriers to growing a sustainable, local digital workforce. The government must work closely with industry to ensure that education, professional development, and employment pathways align with what businesses actually need.
New Zealand cannot afford to be a country where only the experienced get hired while new talent struggles to break in. We have an opportunity to shift this dynamic—but only if businesses, educators, and policymakers commit to building a stronger, more inclusive tech workforce.
Dare I say it - we still need to get off the grass!
