Valuing our internal talent

By Paul Lambis

As a writer, I can attest that a modern-day coffeehouse offers the ideal climate that satisfies my brain seek for novelty. This is where my ideas manifest onto paper. A trendy, ‘personalised’ cup of coffee, infused with hazelnut flavours, an artisanal blueberry scone, the hum of a coffee machine mixing with mellow lounge music that enhances the vibe, and my miniature notebook plugged in, is all I need to transform it into a makeshift office.

For the past year, I have been frequenting the same coffee chain to conduct my business meetings, realising that a less official and uptight work atmosphere makes people more open and willing to perceive other views and ideas. During my time there, I have also established friendly relationships with the baristas who know my name and my poison. Despite the manic rush, long queues and coffee orders piling up, one of the baristas paused for a brief moment to enjoy a cup of coffee with the ‘habitué’ of the coffeehouse.

John has all the traits that make for a great barista: organised, efficient, well-mannered, excellent communication skills, and friendly. Yet, behind that amiable façade, John is moody and negative about the future as he tries to adapt to an increasingly complex world around him. An image that has become prevalent in Cyprus, and across the world since the pandemic, is that of a university or college graduate, saddled with debt, working as a coffee shop barista. According to John, a business management graduate, most of his friends who have returned to Cyprus after studying abroad “are working low-paying jobs for which they are clearly overqualified.

“I worked for a company in Cyprus that offered minimal wages and fewer perks, laying the blame on the pandemic and its effects on the economy,” John said. “When I asked for an increase earlier this year, I was told to either accept things the way they are, or go.” A customer, who happened to overhear our discussion, joined in on the conversation, admitting that his daughter had been in a similar situation to John, and recently left Cyprus for a top-earning chemical engineering post at a company in Germany.

John represents the many college and university graduates who have returned home with newly acquired experiences, eager to inject their forward-thinking ideas into Cyprus’ business sector. However, if John is unable to find something suitable, he, too, will consider leaving Cyprus for greener pastures abroad.

One of my friends also had to rethink his career path when he returned to Cyprus after completing his studies abroad. “I was actively searching for an opportunity in my desired industry, and after working for a company for many years, without any incentives, I realised I would benefit more from doing something else,” says Andreas, owner of a popular kebab house in Paphos. Andreas holds a Bachelor’s degree in civil engineering, but opted to open his own business after the large corporation he was working for offered low wages in return for his high-skilled services and expertise. “Had I remained in that job, I would still be crippled by my student debts,” he added.

Andreas, a hardworking individual, whose work requires him to stand from morning to night, decided to start a fast food restaurant in the centre of the town, using his family’s heirloom recipes as a foundation for his dishes, and since then, has never looked back. “I was faced with a tough decision to abandon all those years of studying and working, and pursue something completely different.”

Like Andreas, Sophia is a highly motivated young woman who has recently returned from the United Kingdom with the intention of starting her own event planning business in Cyprus. Sophia graduated with flying colours, eager to spread her wings in her country of birth. However, her confidence and dreams of endless possibilities are somewhat thwarted now, realising she does not have sufficient capital to kick-start her venture. “Most countries offer incentives through start-up business assistance programmes, which include small loans and tax benefits,” Sophia said. “If there was such a programme in place, many young Cypriot entrepreneurs would stay and breathe life back into our cities.”

John, Sophia and Andreas agree that Cyprus has the infrastructure fit for business success. “The Cyprus government has implemented many programmes aimed at attracting foreign investments into Cyprus to help boost the country’s economy. However, the focus should also be on internal talent,” says Sophia.

According to Andreas, Cypriots have an inordinate attachment to anything foreign, and the workplace is no exception. “A business could potentially develop their internal talent to be even more effective, since they already understand how the internal systems work. Sadly, this was not the case for me when my previous employer hired an external candidate who eventually proved unworthy of a position I could have easily filled,” Andreas said.

A recent article published by Forbes says, “When an organisation promotes from within, no matter the level, employees can see that their input and experience are truly valued. This can also lead to higher retention and engagement throughout the company since employees have room to grow and improve in their careers.”

In the same light, the Cyprus government needs to ensure its productivity plan includes a specific focus on creating more high-skilled jobs and opportunities for locals to remain in their country of birth after graduation. Granted, we have a responsibility to respond to the short-term needs to keep our businesses and country afloat, but we have to take a longer-term view, to utilise and value our internal talent to build sustainable and responsible businesses, and to help build for a better future.