WORKING WITH LIMITS? When highly skilled individuals are restricted from using their skills and abilities fully

John Salt in his paper number 3 of 1997 on International Movements Of The Highly Skilled has stated that there is no agreed concept or definition of the highly skilled. It is clear, though that they do not constitute a homogeneous group, although in broad terms they may be described as professional, managerial, and technical (PMT) specialists. The group as a whole consists of a series of largely self-contained and noncompeting sub-groups, among whom levels and duration of training are such as to lead to low elasticity of supply. In the manner now being indicated or exemplified, I can simply define highly skilled individuals as those having specialized training, knowledge, and experience in order to carry out complex physical and mental tasks

We are used to the trend that people with few skills, when placed in an organization with potential challenges for growth (most times) tend to perform poorly. However, often time we have also come across cases of very talented individuals who were expected to do wonders or move up the organisation’s performance failing to demonstrate so or even quitting the positions simply because they faced unnecessary restrictions to utilize their skills and abilities fully. When we restrict highly skilled individuals from using their skills fully, and at the same time we give complex work to someone with fewer skills; the consequences we face as an organization are almost identical, but the effects of the former are greater than the latter.

By restricting people to fully utilize their skills and abilities, organizations or businesses may miss out on the benefits and advancements that could have been achieved. This can result in slower progress, limited innovation, and reduced competitiveness meanwhile, on the other hand, due to the person's limited skills they may struggle to deliver work on time and of desirable quality. This can disrupt project timelines, affect team collaboration, and damage relationships with clients or stakeholders.

Meanwhile, a person with fewer skills, when burdened with a heavy workload, due to their limited skills, may struggle to handle the work, as their lack of proficiency can lead to delays, errors, and inefficiencies, resulting in decreased productivity. On contrary, skilled individuals often have a strong desire to apply their abilities and contribute meaningfully. And when they are unable to do so due to restrictions, they may become frustrated, demotivated, and disengaged and this is double loss (to both the individual and organisation)

On one side, we experience a negative impact on team dynamics when one team member consistently struggles with their work and produces subpar results, it can affect the entire team. Other team members may need to compensate for the deficiencies, leading to resentment, frustration, and a decline in overall team morale and cohesion. On the other, when highly skilled individuals are restricted, it can create a sense of inequality and dissatisfaction within the team or organization. This can lead to decreased morale, strained relationships, and a decline in overall team dynamics.?

Skilled individuals often bring fresh perspectives, innovative ideas, and creative problem-solving skills. When their abilities are restricted, the potential for generating new ideas and pushing boundaries is limited, hindering progress and growth. Hence, it stifles innovation and creativity in the organization or business. If highly skilled individuals are consistently prevented from using their skills fully, they may seek opportunities elsewhere. This can create challenges in retaining top performers of the organisations, and eventually lead to talent attrition, as they will surely be looking for environments that allow them to maximize their potentials, fully.

Convincingly, it is important to assess the skills, capabilities of individuals when assigning work. Striking a balance between workload, skills (and attitude) to contribute to better productivity, higher quality outcomes, and a healthier work environment. It is equally important and essential to not only remind ourselves ‘why’ we fetched the higly skilled people in our business but also to provide enough space and opportunities for these individuals to utilize their skills fully as professionals, as doing so can lead to increased motivation (in them and teams), productivity, innovation, and overall organizational success. Parralel to that, mentoring and coaching individuals with fewer skills toward growth can be an effective approach to supporting their development and improving their performance.