The key to counteracting the brain drain in Latin America
A young Mexican scientist started to develop a device that processes brain signals, and may transform the use of prosthetics.
But despite its innovative qualities and clear potential for impact, the project received no research funding in the scientist’s home country. Instead, the Mexican phenom was forced to look westward, across the Pacific, to a university and a country that was willing to support his work. He now conducts his research at Japan’s renowned University of Osaka.
This latest iteration of ‘brain drain’ is far too common in many parts of the world. Highly qualified professionals migrate to other countries, or larger cities, where professional opportunities are greater — particularly in in the fields of science and technology. Latin America, according to the Organization for Economic Co-operation and Development (OECD), leads migration rates to United States, Canada and the United Kingdom — all of which are countries known for science and research.
Of course, talent retention is a complex problem and there’s no single solution. Yet, higher ed has a clear role to play in driving social mobility and creating solutions to help counteract the incentives that send talent elsewhere.
Internationalization is part of the solution, not a problem
As a professor of graduate and undergraduate students, I understand how important is to promote internationalization through academic programs with other institutions abroad. But I also understand our obligation to create a link locally between industry and other key actors. We need “programs that address real-world problems and support applied research efforts in doing so,” said Dr. Fernando Leon, president of my institution in an extensive analysis of higher education in Latin America.
This is precisely what the Mexican-American astronaut and CETYS Distinguished Chair, Dr. Jose Hernandez is developing with higher education institutions in the mission of training young students in areas of technology and innovation.
The quadruple helix of development
Ultimately, academe, government, industry and society at-large must work together in partnership. We need science and technology research with a real-world application. We need undergraduate and graduate programs connected to industry and social needs. And we need interdisciplinary research that increasingly involves collaboration with international partners.
Taken together, these efforts can create synergy between key stakeholders and create an environment friendly to top talent and intellectual capital. Hernandez’s collaboration with students on the development of aerospace technology is a prime example of this sort of work.
“For students, this is a very enriching experience. In countries like Mexico, a greater investment in research and development is necessary. There is a lot of talent, but we must feed that intellectual hunger and support our researchers, so they can mature the ideas they are developing in laboratories and in their mind, and after that, commercialize them, and that is what I try to help” said José Hernández.
Promoting the boomerang effect
With the right mix of development and opportunity, we can spur a boomerang effect to re-attract and encourage the return of talented professionals. Highly qualified professionals may be trained or develop new experiences and expertise abroad, but their new expertise can now spur development within their home regions.
For higher education institutions, the critical need is to not only prepare students and graduates that can compete globally, but to promote alliances that create a local ecosystem within which they can contribute to new industry, new innovation and new economic development. Students must ultimately have skills and a venue where they can put those skills to work — either immediately after graduation, or years later when they seek to return ‘home.’
For regions such as Cali-Baja, this focus will continue to be essential if we are to make our communities vibrant spaces that attract and retain the talent needed to support new business and research projects, high tech industries, and new innovation across sectors. And we must do this in a manner that also takes advantage of our region’s expertise in cultural and cross-border collaboration.
We will not — and should not — seek to prevent regional talent from seeking opportunities abroad. Gaining experiences and extending the reach of Latin American professionals globally can ultimately be a net gain for our region. But our mission should be to build a community and an economic infrastructure that can welcome our top talent to return and continue to build on the region’s existing strengths.
