Digitalisation Reduces Bias in University Hiring

A Digital Revolution for Public University Leadership in Ghana

Sammy Crabbe, a business leader and technologist, has introduced a groundbreaking digital platform aimed at transforming the appointment process for senior leadership roles in Ghana’s public universities. His proposal seeks to address long-standing issues of favoritism and political interference by introducing a transparent and merit-based system.

The proposed platform would ensure that all aspects of the appointment process are made public. This includes the criteria used for selection, details of candidate applications, scoring frameworks, and the reasoning behind final decisions. The initiative would apply to key positions such as vice-chancellors, registrars, and other top administrators across the country’s 15 public universities.

Crabbe emphasized that while many advocate for meritocracy, it requires more than just rhetoric. “It needs real systems to back it up,” he stated, calling his initiative a significant step toward governance reform in the tertiary education sector.

Ghana’s public universities play a crucial role in the country’s educational and economic landscape. They manage assets valued at over GH¢8 billion and employ more than 25,000 staff, serving approximately 180,000 students—nearly 60% of the nation’s tertiary population. Analysts highlight that leadership decisions within these institutions have far-reaching implications, both academically and economically.

Political interference in university governance has been a persistent concern. The University Teachers Association of Ghana (UTAG) has repeatedly called for greater transparency, citing instances where political considerations often overshadow academic qualifications. Crabbe’s proposal aims to counter this by introducing performance-based contracts that link leadership tenure to specific outcomes, such as research output, graduate employment rates, and financial stability.

“Imagine a university or public agency where leaders are chosen because they are proven doers, not just well-connected,” Crabbe said, highlighting the potential impact of his vision.

Currently, the appointment process is managed through university governing councils appointed by the President. However, the criteria for selection remain opaque, and there are no structured mechanisms for stakeholder scrutiny. Recent controversies, including legal challenges surrounding the 2021 vice-chancellor selection at the University of Cape Coast and protests at the University for Development Studies, have exposed structural weaknesses in the existing framework.

Crabbe’s model draws inspiration from international examples. New Zealand’s State Services Commission and Singapore’s Public Service Commission operate under systems that prioritize meritocracy and transparency, contributing to their strong governance reputations. Similarly, Australian and Canadian universities have developed performance measurement frameworks that integrate academic and operational metrics.

According to preliminary estimates, the cost of developing and maintaining such a digital platform in Ghana could reach GH¢50 million over five years. This would include technology development, staff training, and administrative support. However, advocates argue that the potential economic and educational returns may justify the initial investment. Ghana’s existing digital infrastructure, supported by initiatives like Ghana.gov and various e-governance tools under the government’s digital transformation program, suggests that such reforms are feasible.

Private sector stakeholders have also voiced support for stronger leadership in higher education. The Ghana Employers Association has linked capable leadership in public institutions to improved investor confidence and more effective partnerships between academia and industry. Meanwhile, the Association of Ghana Industries has raised concerns about the quality of graduates, suggesting that better university management could enhance workforce readiness.

The proposal aligns with broader development partner agendas. The World Bank’s Accountability for Learning Outcomes Project and the Millennium Challenge Corporation have both emphasized the importance of governance in achieving education and economic outcomes. While advocates of academic autonomy have generally supported merit-based appointments, they have cautioned against reforms that might compromise university independence. The National Council for Tertiary Education has endorsed principles of transparency but has yet to commit to a specific implementation framework.

Crabbe’s recommendation places governance reform at the heart of national competitiveness. Ghana ranked 72nd out of 180 countries in Transparency International’s 2023 Corruption Perceptions Index, a position some observers say underscores the urgency of institutional reform.

Although initially focused on public universities, the proposal could have wider implications for public-sector recruitment, potentially reshaping appointments across ministries, agencies, and state enterprises. Such reform, however, would require broad legislative backing and sustained political commitment beyond electoral cycles. “Imagine how far-reaching such reforms could be,” Crabbe noted.