The labor markets across Central Asia are evolving fast, but the region could soon find itself facing a critical shortage of skilled professionals. Ekaterina Barabanova, Director of People Development at Rostelecom, shares her insights on how business, education, and government need to align to meet this challenge head-on.
– Ekaterina, you’ve raised concerns about an upcoming talent crunch in the CIS. What’s prompting that view?
We’re already seeing early indicators. In countries like Kazakhstan, Uzbekistan and Kyrgyzstan, economic growth is accelerating – but the systems that prepare people for the workforce are lagging behind. In Kazakhstan, for instance, the Ministry of Labor expects a gap of over 500,000 qualified professionals by 2030. Uzbekistan’s “Industrialization-2030” initiative is set to create more than a million new jobs – many in technical fields. But the key question remains: how do we ensure we have the talent ready to step into those roles?
– Are we talking about a short-term supply and demand issue – or something deeper?
It’s much more than just a short-term imbalance. Research from HSE University shows that over half of employers across the CIS are not satisfied with graduate preparedness. In Kazakhstan, 6.6% of youth are NEETs – they’re not in education, employment, or training. In Uzbekistan and Kyrgyzstan, youth unemployment is still in the double digits. We’re not lacking people – we’re lacking structured pathways that connect them to meaningful work. This is a systemic issue that requires long-term attention.
– If traditional education models aren’t delivering, what needs to change?
We need a more dynamic, integrated approach to learning. That means bringing together educators, employers, and policymakers to create ecosystems that support continuous skill development. At Rostelecom, we’ve embedded that mindset into our culture. We have more than 200,000 employees, and for us, learning is not a perk – it’s a strategic priority. Over 50% of our staff engage in upskilling on their own initiative. We apply the 70/20/10 model, use AI tools for skills assessments, and run leadership accelerators – one of which generated over 250 million rubles in additional business value.
– What does meaningful collaboration with the education system actually look like in your experience?
We see ourselves as active participants, not just end users. Our “Base Station” program connects students directly with Rostelecom teams – they gain hands-on experience during their studies and often receive job offers upon graduation. I also serve on advisory boards for HSE and Saint Petersburg State University, where we help shape academic programs to better reflect real industry needs. That kind of dialogue between business and academia is critical.
– Are there international approaches you’re drawing inspiration from?
Absolutely. We look at Germany’s dual education model, which combines academic study with workplace training. Singapore has done excellent work in promoting lifelong learning through its SkillsFuture initiative. Finland’s investment in soft skills is another important angle. But success isn’t about copying and pasting these systems – it’s about adapting what works to local conditions and integrating it with the broader economic context. That’s what we’re focused on at Rostelecom.
– What are some of the innovations or results you’re particularly proud of?
At MTS, I helped launch one of the first large-scale distance learning platforms in the telecom space. At Rostelecom, we’ve introduced AI to screen motivation letters and created digital trainer avatars to support internal education at scale. These efforts were recognized by the SMART PYRAMID awards, where I was honored as Learning Director of the Year. But more importantly, they’ve helped us build a culture where learning drives real performance.
– Your background is in engineering and media. How did that lead you into the world of HR and talent development?
That’s right – I studied mathematical engineering, then spent years working in media, including radio and tech projects. But throughout my career, I’ve always been drawn to building platforms that help people grow – whether through information, technology, or education. Moving into learning and development felt like a natural next step. Now, I get to work at scale – helping individuals unlock their potential while contributing to broader business goals. It’s both personally and professionally fulfilling.
– Looking ahead, what’s your outlook on the labor market in Central Asia?
There’s a major opportunity here. Central Asia has one of the youngest populations in the region – the average age in Uzbekistan is 28, and in Tajikistan, it’s just 22. That’s a real demographic advantage. But if we don’t invest in education, training and reskilling now, we’ll see a significant skills gap emerge – not in 10 years, but as early as 2027 or 2028.
We’re already feeling the pressure. Kazakhstan needs over 20,000 qualified engineers in mechanical fields. In Uzbekistan, 5.5 million people are still working in the informal sector, without access to benefits or career progression. Projections from the World Bank and ADB suggest that by 2035, the region could face a shortage of both entry-level and mid-skilled workers. Bridging that gap will require a joint effort – public and private – focused on dual education, practical training, and long-term thinking.
– If you had to leave one message for business leaders and policymakers, what would it be?
Investing in people is no longer optional. If we want sustainable growth, we need to make human capital our top priority – today, not tomorrow.
By Malika Akhmedova
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