tawandamusarurwa
The obsession with qualifications in Zimbabwe is misplaced. Research shows that years of education have a weak relationship with job performance. For that reason, the level of education, as represented by the level of qualifications one has, does not guarantee that a person will perform on the job. In today’s rapidly evolving job market, the traditional emphasis on qualifications and years of education is being challenged.
Memory Nguwi
IN today’s competitive world, organisations strive to hire competent people who will deliver on the job.
However, some individuals may appear qualified on paper but struggle to perform effectively in their positions.
This phenomenon is known as being “qualified but incompetent”, which raises intriguing questions about the factors contributing to such a discrepancy.
One model that sheds light on this issue is the Elliot Jaques model.
Developed by Canadian psychoanalyst and organisational theorist Elliot Jaques, this model explores the relationship between an individual’s cognitive capabilities and ability to handle complex tasks.
According to Jaques, people have different levels of mental complexity, which determine their capacity to handle the demands of increasingly complex work.
Cognitive power
Cognitive power refers to an individual’s mental capacity to process information, solve problems and make decisions.
It encompasses their ability to analyse complex situations, think critically and adapt to changing circumstances.
In Jaques’ model, cognitive power is seen as a fundamental driver of job performance.
The model suggests that individuals with higher levels of cognitive power are better equipped to handle complex tasks and navigate challenging work environments.
They possess the mental agility to understand intricate concepts, identify patterns and develop innovative solutions.
As a result, they tend to excel in roles that require high levels of intellectual rigour and problem-solving capabilities.
On the other hand, individuals who lack cognitive power may struggle to perform effectively in their roles.
Their limited mental capacity hinders their ability to comprehend complex information or engage in abstract thinking.
Consequently, they may struggle to grasp intricate concepts or make sound decisions when faced with ambiguous situations.
Furthermore, individuals with lower cognitive power may experience difficulties in managing multiple tasks simultaneously or adapting to rapidly changing work demands.
They may struggle with prioritisation, time management and organising their thoughts effectively.
As a result, their performance may suffer as they find it challenging to meet deadlines or deliver high-quality work consistently.
Research has consistently shown that cognitive ability is the major driver of job performance ahead of any other traits human beings possess.
Individuals will struggle to perform without the right cognitive ability aligned to job complexity.
The bad news is that cognitive ability is largely hereditary and partly a childhood experience, meaning it is impossible to develop it if an individual does not have it.
Job knowledge matters
The obsession with qualifications in Zimbabwe is misplaced.
Research shows that years of education have a weak relationship with job performance.
For that reason, the level of education, as represented by the level of qualifications one has, does not guarantee that a person will perform on the job.
In today’s rapidly evolving job market, the traditional emphasis on qualifications and years of education is being challenged.
While these factors certainly hold value, an increasing number of employers recognise that job knowledge is a major factor in predicting work performance.
This is supported by scientific research, which puts job knowledge only second to cognitive ability in predicting work performance.
Job knowledge refers to the depth and breadth of understanding an individual possesses about their specific role and industry, as well as the tasks they are expected to perform.
One of the key reasons job knowledge is gaining prominence is its direct impact on work performance.
Possessing relevant and up-to-date knowledge allows employees to excel in their roles, make informed decisions and contribute effectively to their organisations.
It enables them to understand the intricacies of their work, identify potential challenges and devise innovative solutions.
In contrast, individuals relying solely on their qualifications or years of education may lack the practical skills and insights necessary to navigate complex work environments.
Job knowledge fosters adaptability and agility in employees.
As industries undergo rapid transformation due to technological advancements and changing market dynamics, employees must continually update their skills to enable them to deliver on the job.
A strong foundation of job knowledge enables individuals to adapt to changes. This adaptability enhances their employability and contributes to their organisation’s growth and competitiveness.
It is important to note that while qualifications and years of education provide a foundation of knowledge, they do not guarantee job competence.
The application of knowledge in a specific work context truly matters.
Employers are increasingly recognising this and are placing greater emphasis on assessing candidates’ job knowledge through interviews, skills assessments and real-world simulations.
Personality defects
Jaques argued that certain personality traits or characteristics can hinder an individual’s ability to perform effectively in their job.
These defects can manifest in various ways and impact different aspects of job performance.
Here are a few examples:
- Narcissism: Narcissism refers to an excessive preoccupation with oneself, a sense of entitlement and a lack of empathy for others. Individuals with narcissistic traits may prioritise their needs and desires above those of their colleagues or the organisation. This can manifest in lack of collaboration, difficulty working in teams and a disregard for the perspectives and contributions of others. Narcissistic individuals may also struggle with receiving feedback or criticism, hindering their personal growth and development. Their focus on self-promotion and self-interest may overshadow the collective goals and objectives of the team or organisation.
- Conscientiousness: Conscientiousness is characterised by being organised, responsible and dependable. Individuals with low conscientiousness may struggle with meeting deadlines, following through on commitments and maintaining attention to detail. They may exhibit disorganised work habits, be prone to procrastination or have difficulty prioritising tasks effectively. This can result in missed deadlines, incomplete work and a lack of reliability. Additionally, individuals low in conscientiousness may struggle with time-management skills, leading to inefficiencies in their work processes.
- Agreeableness: Agreeableness refers to being cooperative, friendly and considerate towards others. Individuals low in agreeableness may have difficulty working collaboratively or building positive relationships with colleagues. They may prefer conflict or confrontation more than common ground or compromise. This can lead to interpersonal conflicts within teams or departments and hinder effective communication and cooperation. Moreover, individuals low in agreeableness may be less likely to seek feedback or input from others, limiting their ability to benefit from diverse perspectives.
In conclusion, being qualified but incompetent is a perplexing and often frustrating reality in many professional settings.
While individuals may possess the necessary qualifications such as degrees, and technical skills for a particular job, their performance may fall short due to various factors, including lack of cognitive capacity and personality defects.
Furthermore, it is important to acknowledge that qualifications alone do not guarantee competence in a role.
*Memory Nguwi is an occupational psychologist, data scientist, speaker and managing consultant at Industrial Psychology Consultants (Pvt) Ltd, a management and human resources consulting firm. Email: [email protected] or visit our websites: https://www.thehumancapitalhub.com and www.ipcconsultants.com
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