Author: Oney Chalá Duncan, Chair of the Organizational Development Committee / Director of Graduate Programs – QLU
In recent years, I have observed a constant in many organizations in Panama: the expectation of finding in the market the talent they need, ready to respond to their current challenges. The reality, however, is different. Talent is not scarce by chance; it is misaligned. And that is precisely where upskilling and reskilling stop being an option and become a strategic priority.
Panama faces a significant paradox. Although it has shown substantial economic growth, gaps persist in the quality of employment, productivity and human capital development (World Bank, 2025). This mismatch is reflected in a labor market where many professionals have formal education, but not necessarily the competencies that organizations demand today. In my experience in corporate training development, the problem has not been access to knowledge, but its relevance.
For years we have trained talent with a view that responds more to the past than to the future. This largely explains the growing difficulty companies face in filling key positions. More than 50% of employers in Panama report problems finding the right talent (ManpowerGroup, 2025). This figure speaks not only of scarcity, but of a structural disconnect between training and demand.
In this context, expecting the market to solve the need for talent is unrealistic. Organizations are called upon to take a more active role: to train, transform and evolve their own human capital. At the regional level, 84% of companies are already committing to developing internally the competencies they require (World Economic Forum, 2025). This reflects a paradigm shift: learning is no longer prior to employment and becomes continuous.
From my own practice, one of the main challenges has been breaking with the traditional view of training. Upskilling and reskilling cannot be reduced to isolated programs; they must become part of the organizational DNA. When learning is integrated into daily operations and aligned with business strategy, it stops being an expense and becomes an engine of competitiveness.
In addition, this approach has a direct impact on attracting and retaining talent. The new generations deeply value development opportunities, constant learning and the possibility of growing within the organization. Companies that invest in their people not only close skills gaps, but also strengthen their value proposition as employers.
Moving in this direction, however, requires leadership. It means that organizational development committees take on a strategic role, aligning talent development with business objectives. It also requires a broader vision, in which continuing education, academic partnerships and learning ecosystems play a key role in building sustainable capabilities.
Panama has a clear opportunity today. If it manages to connect its economic growth with a solid talent development strategy, it will be able to close gaps and position itself with greater competitiveness. But this will depend, to a large extent, on the decisions organizations make.
Continuing to wait for talent to appear is no longer an option. The advantage will lie with those who understand that talent is not found; it is built.
