In an enlightening session entitled Tech talent mobility: How Capitec is solving the tech skills problem, Eugene Brockman,

Capitec$$s manager of tech talent solutions, and Suzanne Liebenberg, Capitec$$s head of talent management, presented the

organisation$$s innovative solution to a problem that most HR leaders are forced to face: tech skills scarcity.

Suzanne kicked off the session by giving some context. She said that two years ago, Capitec acquired Mercantile, which

was part of the organisation$$s strategy to build a business bank and enter the insurance space.

However, doing so would mean significant technology requirements, and these would need to be scaled. At the time,

Capitec was bringing in $300$ new tech people, with $70$ percent of those hiring requirements sitting in the middle and senior

management tier. She highlighted that even though Capitec was hiring $40$ people a month, they were not keeping up with

demand and a new approach was needed.

She then asked the audience if anyone else was facing similar challenges, and many hands shot up$.$

$$We knew that our buy$-$in strategy wasn$$t going to sustain us$,$ especially when it came to scale. But we had a secret weapon

$10,000$ frontline employees,$$ she said.

These employees were working in Capitec$$s branch network at contact centres and in the business banking$$s relationship

suite. According to Suzanne, these employees are $$top talent$$: they know the clients and products inside out. However,

within their own career infrastructures, despite significant promotion opportunities, cross$-$functionality was a challenge.

The key, said Suzanne, was to unlock their potential. However, they faced a lack of access to opportunities and a lack of

experience. These employees were saying that although they$$re part of the business, they felt there were no broader career

opportunities for them.

What are the implications for enhancing skills development at Capitec bank with references not older than $5$ years