By Oluwole Dada
Reflecting on the parable of the talent, the “one-talent man” was a waster, a complainer, an underperformer, a lazy drone, someone who will not do anything to improve his situation and who will always blame everyone except himself for whatever happens to him. There are people like this in the workplace who have never made any attempt to improve on their capacity or potential. This post is not about them. This post is about the dedicated employees who are sweating themselves out but are not meeting the expectations of the boss. Despite all attempts, they struggle to meet the expected objectives.
This scenario plays out in offices globally where the boss lashes out at employees daily, expressing disgusting words at them sometimes leading to mental health issues, decreased productivity and high turnover rates because employees are not performing to the expected standard of the manager. Meanwhile, the line manager may be a highly skilled and cerebral individual [he may be a “ten-talent” man], while the team member is a “two-talent” man who perhaps is less experienced. If the line manager is not understanding enough, he may make the associate look so stupid. This disconnect often leads to frustration on both sides. We must be conscious of people who are doing their best to make things work in the office.
A real-life example of this dynamic unfolded at a major software company. A department head, known for his coding prowess and strategic thinking, led a team of developers. He consistently berated a junior developer for not matching his level of output and innovation. The junior developer, though putting in long hours and consistently seeking to improve, couldn’t meet the unrealistic expectations. The toxic environment led to the departure of not just this developer but several other team members, ultimately impacting the company’s project timelines and morale.
However, there’s a way out of this cycle, and it lies in the power of training and development. Take the case of Acme Corporation, a manufacturing firm that faced high turnover rates and low productivity. The new HR director implemented a comprehensive training program, tailoring development plans to individual employee strengths and areas for improvement. Within a year, productivity increased by 30%, and employee satisfaction scores rose significantly.
Training and development are the bridges that can turn a “two-talent” individual into a “five-talent” powerhouse. Employees need to be trained to enable them optimize capacity. Training and developing team members will help increase their capacity and refine their skills. It’s unreasonable and counterproductive to expect five-talent performance from someone who hasn’t been equipped with the necessary skills and knowledge. Leaders must recognize that talent management is critical to high performance in organizations. Employees will get better and be able to operate at the level you desire when they are trained.
Another illustrative example comes from the retail sector. A large department store chain was struggling with customer satisfaction scores. Upon investigation, it was found that frontline staff, while enthusiastic, lacked the skills to handle complex customer queries effectively. The company invested in a series of customer service workshops and role-playing scenarios. The result was a 40% increase in customer satisfaction scores within six months, directly impacting the bottom line.
Talent management is critical to high performance in organizations. Engaging your employees helps you to achieve competitive advantage. People are your greatest resources, not money, neither is it machines. Learn to inspire your team so they can deliver value to your customers. Find a way to meet the intellectual and emotional needs of your associates and you will see them go to any length to make you win. Organizations who devote time, resources and budget on talent management through training and development as well as a culture of continuous learning will produce employees who will drive innovation, demonstrate passion and exhibit unwavering loyalty.
Remember, the goal isn’t to berate the “two-talent” individual for not being a “ten-talent” performer. Instead, it’s to create an environment where every individual can grow, contribute, and find fulfillment in their work. This approach not only benefits the employees but also leads to sustainable success for the organization.
Oluwole Dada is the General Manager at SecureID Limited, Africa’s largest smart card manufacturing plant in Lagos, Nigeria
