Knowledge And Competence Is Golden

Knowledge and Competence Is Golden


But, It Is a Two Way Street


Both Business Organizations And The Individuals Must Want It

By Michael Marshall, PhD



Most will agree that knowledge and competence is important; “It Is Golden”.


Most will agree that it is important for all individuals to increase their knowledge and competence.


Most will agree that it is important for business organizations to increase their knowledge and competence.


Often though, this is more talk than actual action and accomplishing such.


This lack of action and lack of accomplishing it is a two way street.


Let me explain further.


For individuals to gain more knowledge and competence, they need to be self motivated and be willing to.


This comes in two forms;

1. Individuals need to be personally motivated to aggressively seek out more education, training and experience.  This includes being willing to spend some of their own money and time to do so.

2. Organizations need to support and encourage individuals to seek additional education and training especially for such subjects that are specific to their job and responsibilities; and possibly for other subjects that could benefit the organization in other ways.
This includes possibly tuition costs support and some time away from the job position.



Unfortunately, often neither the individuals nor the business organizations view it this way.


Individuals may not be willing to spend their own personal time and money to do this and business organizations are not willing to spend their money or time to assist individuals to do this.


When organizations do have programs to encourage and support additional training and education, sometimes individuals lack self motivation to utilize these programs.


It always amazes me when I hear about employees who do not utilize business organizations’ education programs because the training is not fully paid for and on regular company time.


Only through some compromise from both the individuals and business organizations will this situation improve.


There are many compromises that can be utilized.


Another problem and challenging situation is hiring discrimination against new hires who are more educated, trained and experienced than those currently employed.


Often, business organizations do not hire those with more knowledge and competence.


Some business organizations try to compromise on this issue with recruiting efforts for newly graduated college students that lack the experience which is critical to develop expertise.


Most of these job positions are entry level at lower level wages, of course.


Those with equal or more education and training over a year or two old and several years of good experience to help give them the expertise needed, are considered ‘over-qualified’.


The reasons for this are not good ones and reflect poor attitudes and poor judgment.


1. Fear of new hires with higher knowledge and competence making others with less, feel uncomfortable


2. Fear of new hires with higher knowledge and competence may push for improvements and advancements in the business organization and current management may not want to support such


3. Fear of new hires with higher knowledge and competence will leave the business organization for another business organization if they are not utilized appropriately or if they do not earn enough money/compensation appropriately


4. Management and supervisory staff fearing to keep their job positions, not wanting to hire anyone that has more knowledge and competence than themselves.  This is to protect their own job security and possibly their own egos and sense of self worth


5. Business organization having poor attitudes towards the importance of attracting, recruiting, hiring and retaining the highest skilled and knowledgeable individuals available


6. Business organization fearing increasing staff compensation costs if better staff is hired


7. Belief that the business organization does not deserve or qualify for higher qualified individuals or individuals with more knowledge and expertise. 


Basically, the business organization has low self esteem.


Hiring discrimination of such is detrimental to growing business organizations, hinders competing in the worldwide business market and de-motivates individuals from seeking out education, training and experience to increase knowledge and competence.


Most agree with this even though so many continue to be part of the problem.

Common personal sense and good business practice should support the ideas of:


1. Business organizations should hire individuals with the highest knowledge, competence, education, training, experience and expertise that one can find.
This will help contribute to growing the business.


2. To retain such individuals, utilize them appropriately and be creative to retain them.


3. Business organizations need to develop and offer some level of programs to encourage and support advancing knowledge, competence, education and training.
This is good for both the business organization and individuals.


4. Individuals need to be willing and motivated to utilize their own personal time and money to increase their knowledge and competence.

To verify some of these comments in this article, I suggest that you ask several human resource/HR managers about;

1.  The educational and training programs that their business organization may have, how they promote it, how many and what percentage of the employees utilize such; and why


2. The recruiting and hiring practices that their business organization utilize to attract and recruit the highest skilled staff with the most expertise and knowledge possible; and why

You may be quite surprised to hear the answers.


If you are a senior executive or human resources manager, you can use this article to review your current programs for promoting education and training; and your common practices for recruiting and hiring. 


These two subjects are directly related.


If you have further questions or need some help, you can give me a call or email.
Michael P. Marshall, PhD

Senior Specialist and Executive Advisor for Business Development, Marketing and Sales
Tele. 01-920-734-8678
Michael has more than 30 years of business experience focusing on business development utilizing extensive skills in marketing, sales, and communications; both national and international.

This experience comes from starting at field staff level positions and then progressing up to senior level Director and Vice President positions in several industries and markets.

His expertise is also utilized in special advisory and consulting situations, as well.

Prior to his extensive 30-year business career, he studied advanced engineering and then transitioned to psychology and social human behavior.

He was a mental health counselor for several years in some major medical institutions prior to a business career.

In these endeavors he learned what makes people do what they do, what influences others, how to motivate positive behavioral change; and the importance to a strong foundation and the individual components in a structure.

Among the senior level positions held during his 30-year career, Michael has held director and vice president level positions in marketing, sales and business development in several industries and markets including medical.

Michael’s education and trainings include a PhD in business concentrating in marketing and business development, an MBA, bachelor degrees in psychology and social human behavior, advanced post graduate certification in marketing from UCLA, formally trained in ‘Creativity and Out of The Box Thinking’, federally certified in international business, and being an alumnus of six universities.

He has over 35 formal trainings and certifications covering the fundamentals of business development, marketing, sales, communications, management and leading a business to significant sales and profit growth.

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