Voluntary work effective way to build capability, credibility -PMI

The Managing Director, Project Management Institute (PMI), Sub-Saharan Africa, George Asamani, has described volunteer work as one of the most effective ways to build capability, credibility and leadership in emerging markets.

According to him, volunteering is often framed as an act of goodwill rather than a pathway to professional growth.

The PMI boss said it is worth noting that not all volunteering is created equal. “The value lies not in the act itself, but in the quality of the experience. Roles that demand accountability, offer exposure to diverse perspectives and involve measurable outcomes, contribute most meaningfully to personal and professional growth. Approached in this way, volunteering becomes less about giving time and more about making deliberate investments in one’s development.

“In an environment where experience is often the most significant barrier to progression, volunteering offers a practical way to overcome it. It allows professionals to build a track record, test their capabilities and expand their horizons in ways that formal roles may not immediately permit.

“The broader implication is equally important. If more professionals engage in meaningful volunteer work, the cumulative effect is a stronger, more capable workforce, better equipped to navigate complexity and drive project success,” he said.

He made the remarks as the world celebrates Global Volunteer Month in April, which provides a timely opportunity to reconsider a practice that remains widely misunderstood, particularly in emerging markets.

Asamani pointed out in his statement that in many cases, volunteering is one of the most effective ways to build capability, credibility and leadership.

According to the African Development Bank, 10 to 12 million young Africans enter the job market each year, yet employers continue to cite gaps in experience, problem-solving skills and leadership readiness. The issue is not a lack of talent, but a lack of exposure.

Traditional career paths, where progress depends on one’s level within an organisation, do not always provide the range of experience needed in a fast-changing economy.

He viewed that in traditional settings, leadership is often something people have to wait for, adding that it usually comes with senior roles, titles and years of experience, rather than readiness or potential.