This paper outlines aspects of a broader exploratory study on the management of skills shortages at a leading energy utility in Africa. In addition, regular information sessions should be conducted in order to sensitize all parties involved concerning the understudy policy and Affirmative Action Act, No.28 of 1998. The program should be tailored to suit the employees’ training needs. The program should include tacit on-the-job knowledge transfer which is monitored by management on a regular basis. It is recommended that RA devise formal training programs for understudies appointed to understudy expatriates and ensure that those are strictly enforced. In addition, the study revealed conflicting roles in work situations due to incompatible work programs, and scheduling of the program. The overall findings established that the effectiveness of the understudy program was hampered by a lack of commitment, awareness and communication, and a lack of personal growth and development opportunities. The motive behind this choice was the need to communicate only with those with experience as mentors or who have been appointed as understudies in the Roads Authority (RA). Data for the study were obtained through face-to-face interviews and self-administered questionnaires. This study adopted a mixed research approach. The objectives of this study were to investigate the implementation of the RA’s understudy programs and their management and determine the extent to which expatriates comply with the understudy policies. Minimal research has been done on the topic of understudy programs and knowledge transfer in Namibia. There is a lack of effective, comprehensive understudy training programs in the Roads Authority (RA) of Namibia, compounded by a lack of monitoring and evaluation mechanisms of such programs.
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