An under-employed friend recently shared her frustration at not being permitted to contribute at the level which she is capable. Empathizing with her plight (one that is shared by millions), I wonder whether companies need to attend more directly to this post-recession phenomenon. Is there a way to unleash the potential of this vast untapped reservoir of talent, energy, and ideas?
Point of Reference: The Survey Says
While pondering this, I noticed that SHRM’s latest national job satisfaction survey included a shocker. For the first time, “opportunities to use skills and abilities” displaced job security (63% to 61%) as the most important aspect of job satisfaction. The bottom line: we want to be secure, but even more than that, we want to be fulfilled in our work. President Kennedy once defined happiness as “the full use of one’s talents along lines of excellence.” In this way, we all want to be “happy.”
Recognize These People?
Do any of these folks work at your company?
- MBA-educated customer service rep—She has fifteen years of prior professional experience, but when she makes process improvement suggestions, she’s told “We tried that once and it didn’t work” (with the unstated subtext being, “Besides, managers make those kind of decisions here”).
- Non–degreed manager—You’re happy to have him managing the day-to-day HR affairs of your large retail operation (keeping you out of expensive lawsuits on a daily basis)—but when it comes to managing a high-visibility nationwide project, those are tacitly reserved for designated “high potential” (degreed) junior executives only.
- Receptionist-Playwright—Did you know that your friendly receptionist spent a dozen years as a budget analyst and project manager for a major bank and, in her spare time, is a playwright who founded and leads her own non-profit, community theatre group?
If so, you may have individuals who are vastly under-employed—i.e., highly under-utilized assets.
So, what can be done? Each company and individual circumstance is different, of course —but just using the three examples above, how would it improve your organization’s performance if …
- You sought out the MBA-educated customer service rep, let her know that you appreciated her process-improvement suggestions, and you wanted her to keep them coming. Separately, you ensure that the status-quo manager changes their tune and opens up to change in no uncertain terms.
- You realize that you’ve advertised a senior HR director role for months without success—all the while possibly having an ideal candidate in-house. You loosen the degree requirements, focus on who can truly do the job, and invite the non-degreed HR manager in for a serious interview / career planning discussion.
- You’re reorganizing a chronically under-performing department and are about to advertise for a project manager to lead the effort. Then, you remember the receptionist’s background and wonder if this is the sort of thing she has done in a past life. When she jumps at the opportunity and hits the ground running, you smile in satisfaction (and relief at finally solving the problem).
With managers at all levels just as overwhelmed as their employees—having little time to think deeply about the latent skills, talents, and experience of their employees—the “what if” above might strike some as unrealistic. But what if it’s not? It might just take some time and a commitment to dig a little deeper to see answers that might be right in front of us.