Skills transfer: Why firms should scramble for USAid project workers

But the last 90 days since the inauguration of the current US President have sent shockwaves across the world in another shift with radical departures from the once stable and reliable world superpower to a chaotic jumble of change, confrontation, and misdirection.

Here in Kenya, we have not been immune to the political whipsaw happening in one of our major allies. Investments worth hundreds of millions of shilling went into numerous textile and apparel manufacturing facilities because of Kenya’s trust in the African Growth and Opportunity Act (Agoa) originally enacted in 2000 with the US.

But hopes for renewal in 2025 are dim given the massive, unprecedented trade and tariff war that America is fighting with the world, and thus puts in peril tens of thousands of Kenyan youth jobs.

Further, the impending closure of the United States Agency for International Development (USAid), the most professional, accountable, and impactful humanitarian organisation in the world, also leaves tens of thousands of implementers out of work in Kenya.

But also, multiple European development partners pulling back support for Kenya largely due to their funding constraints caused by supporting Ukraine's war with Russia leaves our East African humanitarian sector in complete disarray.

Kenya served as the global epicenter for humanitarian aid and international development all while becoming the hub for best practices.

So, sadly it leaves many wondering what to do when one of our core professional sectors collapses in such a short time and spills tens of thousands of highly qualified job seekers into a much-changed job market.

But human resources departments around our region and executive recruiters encourage those in the humanitarian space not to lose hope. Numerous virtual trainings and information sessions have taken place explaining the unique transferability of humanitarian skills to other sectors.

When job hunting, many candidates look exclusively within their own sectors. But there are different types of skills sets.

Sure, there are sector-specific skills. But there also exists robust organisational skills and general talent capabilities and knowledge that can be brought from one context to another.

Take for example East Africa’s growing technology and telecommunications sectors. Technology firms are famous for overstating project timelines and underperforming on time-specific bound deliverables.

Firms in the sector would do well to incorporate project managers who originate out of the humanitarian field. Donors, and in particular bilateral donors, are notable for strict and rigourous deadlines and comprehensive deliverables.

USAid being widely thought of as the most stringent and demanding of all donors, implementers of their programmes know how to get things done fast, efficiently, and under much scrutiny.

Further, monitoring and evaluation professionals from USAid and the wider humanitarian space can help for-profit organisations develop tools for intermediate goals and checks as to whether projects, products, and campaigns are on target before performance issues start to affect the bottom-line and thus enabling firms to correct action earlier.

Salome Ong'ele, the highly regarded Chief of Party of the USAid funded Kenya Primary Literacy Programme, that covered 23,200+ primary schools across Kenya, states that former humanitarian sector workers hold highly valuable and transferable skills into other sectors including first, heightened negotiation and collaboration skills. Second, intense deadlines management experience.

Third, extensive knowledge of government policies, systems, and how to lobby and advocate from regulators and other national and county government bodies.

Linda Namusonge, acclaimed Chief of Party on the USAid-funded Reading Champions Programme in Kenya, insightfully states that "Leading a USAid-funded programme sharpens someone’s project management skills—juggling moving parts, meeting tight deadlines, and keeping teams on track under immense pressure.

It also strengthens problem-solving abilities, quick decision-making, and resilience in the face of shifting realities. These skills prove valuable in any high-performing sector—whether development, corporate, or government."

So, to human resources professionals across East Africa, perhaps it is time for you to look into the humanitarian sector to fill your roles in other industries.

Some of the challenges that your firms face may just be solved quickly by hiring former international development implementers.

Then, to those workers facing the reality of a changed sector job market, go ahead and reposition your CVs to focus on skills that companies need rather than the humanitarian achievements that usually cover most resumes in the sector.

Have a management or leadership issue, question, or challenge? Reach out to Dr. Scott through @ScottProfessor on X or on email scott@ScottProfessor.com