Talent Recognition Gap Between Developed and Developing Countries – Asrar Qureshi’s Blog Post #1134

Recognition Gap Between Developed and Developing Economies – Asrar Qureshi’s Blog Post #1134

Dear Colleagues! This is Asrar Qureshi’s Blog Post #1134 for Pharma Veterans. Pharma Veterans Blogs are published by Asrar Qureshi on its dedicated site https://pharmaveterans.com. Please email to pharmaveterans2017@gmail.com  for publishing your contributions here.

Credit: Artem Podrez

Credit: Edmond Dantés

Preamble

In the evolving world of work, talent is the engine of innovation, performance, and progress. While developed countries often champion a culture of meritocracy—where skills, ideas, and contributions are openly rewarded—developing countries frequently fall short in offering the same level of respect, recognition, and dignity to their workforce, especially their mid-tier talent.

The consequences are visible: brain drain, employee disengagement, reduced productivity, and an underutilized human capital base.

While a commonly cited reason is the lack of employment opportunities—which creates a power imbalance tilted heavily in favor of employers—this explanation only scratches the surface. There are systemic, cultural, economic, and managerial factors at play that need deeper reflection.

What I see in Pakistan is a constantly deteriorating situation in management practices. And the disparity between organizations is increasing. Fewer organizations, rather than more, are opting for modern practices, which shows greater redundancy.

The Context: Two Worlds, Two Talent Cultures

In developed economies, high-value talent is seen as a strategic asset. Companies compete to hire, develop, and retain top performers. Recognition is often formalized—through compensation, promotions, learning opportunities, and public appreciation.

In developing economies, the situation is more complex. High unemployment means many are replaceable. Job security is a privilege. The employer often operates with a “take-it-or-leave-it” mindset.

But this difference isn’t just economic, it's also cultural and structural.

Why Talent Often Goes Unrecognized in Developing Countries

Legacy of Hierarchical Cultures

Many developing countries have deeply hierarchical societies, which often get mirrored in the workplace. In such structures, power is concentrated at the top and respect is often based on position or tenure, not merit. Speaking up or standing out can be perceived as insubordination.

This suppresses creativity and devalues high-potential employees who seek a voice.

Weak HR Systems and Processes

In many organizations, performance evaluations are irregular, biased, or subjective. There's no structured recognition system, no rewards for innovation, leadership, or initiative. Promotions are based on loyalty or proximity to leadership, not results. This erodes trust and motivates mediocrity instead of excellence.

Management Insecurity and Turf Protection

Some leaders in developing countries are uncomfortable with high-potential employees. They may see talent as a threat rather than an asset. This results in micromanagement, withholding of information, blocking growth opportunities, and undermining confidence.

Insecurity-driven leadership stifles talent and accelerates attrition or disengagement.

Limited Training and Development Budgets

Many companies in developing countries see training as a cost, not an investment. Talent development takes a backseat to operational spending.

Without upskilling, talent stagnates. Without growth, recognition becomes meaningless. Employees eventually plateau or exit.

Cultural Norms Around Humility and Deference

In some cultures, modesty is valued over self-promotion. Employees may hesitate to highlight their contributions or seek recognition. Similarly, managers may refrain from praising others publicly, thinking it could upset team dynamics or create jealousy. This creates a culture where achievement goes unnoticed, even when present.

Lack of External Benchmarking and Exposure

Companies in developing economies are often disconnected from global best practices. They may not know how top firms retain talent. There's little exposure to progressive recognition models. Benchmarking against similar local firms perpetuates a cycle of underperformance.

Gender and Social Biases

Biases based on gender, ethnicity, caste, tribe, class, or education background are more entrenched in developing countries. Talented individuals from marginalized groups may face invisible ceilings regardless of their contribution or performance.

Brain Drain Normalization

In many developing countries, talented individuals leaving for better opportunities abroad is not just common—it’s expected. This creates a defeatist mindset, "Why invest in talent that will leave anyway?" 

This becomes a self-fulfilling prophecy: talent is ignored, undervalued, and eventually leaves.

What Can Managers in Developing Countries Do Differently?

Despite these challenges, a cultural shift is possible—and it starts with individual managers. Here’s what can be done:

Create Merit-Based Recognition Systems

Build a culture where recognition is tied to performance, innovation, and values—not politics or proximity.

Publicly acknowledge great work during meetings. Share team wins with upper management. Celebrate individual and team achievements on internal platforms. Even small, regular recognition can lift morale and strengthen retention.

Offer Growth Opportunities, Even If Budgets Are Tight

Growth doesn’t always require expensive training. Offer stretch assignments, cross-functional projects, internal mentorship, and access to free or low-cost online learning platforms

People feel respected when they see that their potential is being invested in.

Build Psychological Safety

Create an environment where talent can speak up without fear, challenge ideas respectfully, and share feedback without retaliation.

This not only empowers talent but also improves decision-making and innovation.

Challenge Hierarchical Mindsets

Lead with humility, not control. Encourage team members to bring ideas, lead meetings, or present results. Use influence rather than authority. Demonstrate that respect is mutual—not positional.

 Protect and Promote High Performers

Don't feel threatened by talent, sponsor it. Help high-potential employees gain exposure to top leadership by attending client or board meetings and represent the organization in external events. This builds loyalty and embeds a culture of growth.

Be Fair

Respect begins with fair treatment like, equal access to resources, transparent promotion criteria, and consistent rules for everyone. If people don’t feel respected as people, they won’t thrive as professionals.

Measure What You Want to Improve

Track indicators such as, employee engagement, internal promotion rates, recognition frequency, and retention of high performers.

What gets measured gets improved. Use data to identify blind spots and progress.                                                                                                                                                     In an era where knowledge work is the dominant force and AI is accelerating change, people are the only sustainable differentiator.

Sum Up

Developing countries often talk about “human capital” in policy documents—but in practice, many organizations undervalue their most important asset: talented, capable people.

Changing this requires courage, empathy, and vision at the managerial level. It means treating people not as tools, but as partners—not as liabilities, but as potential leaders.

Respect is not a reward. It’s a right. Recognition is not expensive, it’s essential. And in a world connected by ideas, organizations that respect talent, regardless of geography, will always have the advantage.

Concluded.

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