Some students take to mathematics, science and other technical concepts at an early age — and these skills can put them on a path to great careers in business. But, too often, their focused personalities, and the roles in which they've been socialized, get in the way of their careers. Savvy business owners with strong leadership teams can help these workers expand beyond the technical and become well-rounded contributors to the company.
You might remember at least one child from grade school who likely fell into this group. The teacher would draw a problem on the board, and the student was quick to raise a hand and give the correct answer. The child would hand in math homework assignments right on time and get them back with a gold start at the top.
Over many years of grade, middle and high school, these students typically gravitate toward more technical subjects -- what's now often referred to as STEM (science-technology-engineering-math). Understanding technical subjects becomes part of their personal identities. They develop good study habits and the ability to focus deeply. They tend to score high on standardized tests, get into good colleges and universities, and major in a STEM subject in their post-secondary educations.
Upon graduation, these individuals might get jobs as scientists, software developers ("coders"), data analysts, accountants and statisticians. Or they might go on to do graduate research or work for the federal government. Those that do choose to work for a public entity often end up in the private sector eventually anyway, where they can usually land jobs quickly because of their technical acumen.
But these skills can be a double-edged sword. Once individuals fill important technical positions and excel at them, there may be little incentive for their employers to promote them. Promotions would mean that the organization would have to find other highly skilled employees who can function just as well in the positions. Some companies or supervisors would prefer to postpone or avoid the hassle.
After a while, the technical employees often find themselves isolated in their work with a paycheck that's not keeping up with inflation. In addition, they could become resentful if their less technically inclined former classmates, who learned more marketable social skills along the way, have worked their way up to corner offices and executive positions.
So, where did the technical employees go wrong? And what can they — and their employers — do about it? First, consider specialized training to improve technical employees' ability to communicate and get more involved and at ease in your working environment. They need to get out of their comfort zones and "make friends" in other areas of the business.
Meanwhile, their supervisors need to understand how technical employees can make a difference in the company and perhaps even transition into managerial careers. Supervisors already know all too well that there's a whole other dialogue going on in the corner offices in terms of what's really important to the success of the business. Their hyper-focused technical employees might not.
Technical employees are likely adding value in their positions. But they could have much more impact on your business if they're exposed to your organization's real problems and strategic plans. Imagine matching a technically inclined or technology oriented specialist with a management-level employee who sees the big picture in your market or industry — especially someone who has grand ideas but is light on the technical details. Partner a big-picture exec with a hard-working technical employee and you could very well end up with not only a remarkable strategic move, but a way to actually execute it.
Some technology companies have been pushing the federal government to make changes to allow more foreign-born tech workers to enter the country with H 1-B visas. These companies argue there are not enough domestic workers proficient in STEM (science, technology, math and engineering).
However, other organizations contend that there is no scarcity of domestic tech workers. For example, one study by Rutgers University found that there isn't a lack of STEM workers -- but rather that foreign tech workers will work for far less money than American workers.
Here's a quote from the study titled "What Shortages? The Real Evidence about the STEM Workforce," by Hal Salzman, a Rutgers public policy professor:
"Current U.S. immigration policies that facilitate large flows of (foreign) guest workers appear to provide firms with access to labor that will be in plentiful supply at wages that are too low to induce a significantly increased supply from the domestic workforce."
Get in touch today and find out how we can help you meet your objectives.
