Azerbaijan is accelerating its digital transformation and steadily building a systematic talent pipeline for IT. One of the key instruments of this policy is IT SkillsBridge, a joint initiative of the international company Andersen and Azerbaijan’s Innovation and Digital Development Agency (IDDA). The project plugs directly into the government agenda – it helps to create a resilient pool of specialists for critical digital services and future eGov initiatives.
From the outset, the program is designed around practice. The format is full-time: a 40-hour workweek, on-site work, and continuous mentorship from Andersen. The traineeship lasts 12 months and is paid. This design narrows the gap between theory and real project work, while giving the state a predictable outcome – a trained workforce ready to implement technologies across public bodies and state-affiliated companies.
Selection is targeted and demanding: residence in Baku, English at Upper-Intermediate level or above, and a strong theoretical base. The program covers core roles in the ecosystem: Java, JavaScript, Manual and Automation QA, Business and Systems Analysis, DevOps, iOS and Android Development, and Project Management. Developers are expected to know Git; analysts need to be able to structure data and processes. Above all, the program looks for high motivation and readiness to fully immerse in the profession.
Participation is free for trainees – the state provides funding, with implementation in partnership with Andersen. For early-career specialists, this means access to modern educational resources and international practice; for the state – faster digitalization and the cultivation of an in-country talent core. According to Andersen, over 80% of graduates from similar programs continue their careers at the company, further stabilizing the labor market and reducing the risk of a “brain drain.”
Demand is high: the project quickly attracted graduates and young professionals who are looking not for “courses for the sake of courses” but for a real entry into the field. For the government, this model is not a one-off but a long-cycle tool that turns budget investment into human capital and closes the “education – practice – employment” loop within the national jurisdiction.
We discussed the program in more detail with Denis Astapchenia, Vice President at Andersen.
Andersen: How did the idea for launching the IT SkillsBridge program in Azerbaijan come about?
Denis: To understand that, a bit of background helps. For more than 11 years, we have been developing an internal lab, the goal of which is to train new specialists and upskill those who already have a technical foundation, giving them opportunities to work on commercial and in-house projects. When we had a chance to meet with Azerbaijan’s Minister of Digital Development and Transport, Rashad Nabiyev, one of the key discussion points was Andersen’s offer to act as an operator – a participant in the country’s educational process. We knew Azerbaijan was interested.
Andersen: Where did you see that interest?
Denis: It’s safe to say that Azerbaijan’s IT market is developing rapidly and showing excellent results. At the same time, it’s clear the market is not yet fully mature and hasn’t realized its full potential. Players with an international background can bring something new, fresh, and fundamentally different to its development.
We know there are many courses in Azerbaijan for IT specialists: developers, testers, analysts, and so on. But these courses most often boil down to theoretical training. As a result, people frequently return to their previous professions after finishing because it turns out no one needs them without practical experience.
In this sense, an almost ideal solution has taken shape:
- We are an international brand, among the first in our field to enter the Azerbaijani market;
- We have capability in the form of our lab and a well-honed methodology for a “talent foundry” – specialists who are ready to work here upon graduation;
- Azerbaijan, represented by its government and minister, sees development through human capital. We understand each other perfectly.
Andersen: Tell us about the strengths of IT SkillsBridge.
Denis: First and foremost, the program is unique in that, from day one, trainees are immersed in a work environment that is as close to reality as possible, where they practice hands-on skills and learn real team processes. In other words, we place people straight into an environment where they don’t just read books, but engage in full-fledged project work in a given role. To our knowledge, there is no direct analog to our approach in the country. It’s therefore gratifying to hear the first feedback from our participants: “above and beyond expectations.” They did not expect the training to be so close to real life.
At the same time, the program is demanding. It assumes that you will be closing learning gaps and working in parallel, and the traineeship resembles a full-time job with the daily stand-ups and weekly routines common in IT. Put simply: it requires at least eight hours a day for the most gifted – but in reality, significantly more. It is a super-intensive course, though the pace can vary by stage. The first three months are the toughest, a kind of “survival school.” At this stage, those weak in theory, soft skills, or technical ability drop out. They either fail required tests or leave for other reasons. One could say that, thanks to these “Hunger Games,” so to speak, only highly qualified specialists – the ones the country needs most – will make it to the finish.
Andersen: What prospects does participation in this initiative open for Andersen?
Denis: The most important thing for us is to expand our talent base. We gain access to human potential. Our goal is to have around a hundred trained specialists by the end of the training – people we can, among other things, assign to our commercial projects and thus generate revenue.
Thus, on the one hand, we benefit the country by sharing our know-how, methodology, experience, and infrastructure. In return, we receive some financial support from the state. When our students graduate, become independent, and complete the program, we have the opportunity to hire them. A key point here is that the government has confidence in the quality of training because we are literally educating them as if for ourselves.
Andersen: How is the IT SkillsBridge project embedded in Azerbaijan’s national digitalization plans?
Denis: Several aspects are worth noting.
In 2021, Azerbaijan passed a law establishing the Ministry of Digital Development and Transport. In other words, a specific structure responsible for digitalization was created. Within the new ministry, an agency was formed – the Innovation and Digital Development Agency (IDDA). The IDDA operates all of the country’s digital initiatives and government eServices. The “digital state,” or eGov, is one of the key pillars under which Andersen’s talent-training initiative is carried out.
Accordingly, we work closely with the ministry and the agency, which potentially allows us to participate in national digital initiatives. The agency, in turn, gains access through Andersen to a highly qualified resource base capable of delivering those initiatives.
Andersen: What stage is the program at now?
Denis: There are two major stages. The first is the selection of specialists for the program. The second is implementation, when participants are in training.
During the first stage, we did enormous work. I would highlight our collaboration with the IDDA – they provided truly significant support, including marketing and methodology. As a result, we put roughly 14,000 students through our selection funnel.
Of course, we used AI tools – not everything is done manually. But we interviewed almost every candidate in one form or another. We had technical interviews with the best – 2,068 people – to assess their levels. From that pool, we selected 210 top candidates. One hundred of them immediately joined with state support and now receive a stipend that varies across the program period (from $500 to $1,500 per month). The rest formed a reserve, so to speak, working under different terms within our internal lab.
By the end of the academic year, we expect at least 100 people to graduate. There is some conversion – people are continuously filtered out because, for example, they don’t pass tests, can’t keep up with the program, or leave for personal reasons. At the moment, from the 210 who began the second stage, about 150 remain. So we are progressing as expected.
Andersen: A few words about the future. Should we expect the program to expand, add new tracks, increase participant numbers, or perhaps launch similar initiatives in other regions of the country?
Denis: We have signals from the Ministry of Digital Development that the state is interested in expanding the program.
We are now discussing the terms and, most likely, in the near future, folks will have the opportunity to join similar programs. We may also broaden the list of professions we train. In addition to the nine existing areas – which include business analysis, system analysis, project management, and development across different stacks – we plan to add AI specialization.
Andersen: Could the program spread to other countries?
Denis: In fact, it’s fair to say we are gaining unique experience from this collaboration. It is quite likely that it will soon be scaled. We are seeing precedents in other countries where we have received signals of interest. In particular, we are launching a program in Oman. It is important to stress, however, that each project remains unique – every state has its own specificities and goals. Even so, we present the Azerbaijani program as a kind of benchmark – a distinctive flagship.
