Sirajuddin Aziz
Talent is both innate and acquired through training and practice. Very few traits are purely God-gifted. A sonorous voice cannot be learnt, yet mastering a musical instrument is possible with persistence. Expertise in any field does not require a natural gift. To become a good cardiac surgeon, dedication and hard work are essential. Nobody is born a surgeon; it is a professional skill attained through study and training.
This piece focuses on how to develop talent and harness natural characteristics to bring forth latent ability.
No matter how long one lives, the years between 25 and 45 remain the most productive. These are years of growth and learning. Investing wisely during this period ensures stability and peace in later life. If handled with intelligence and maturity, the dividends are guaranteed. For this reason, youth always appears to be the longest stage of life.
Youth, as Disraeli said, are “trustees of posterity”. They are the hope and the future. Only through followership does good leadership emerge, and youthfulness is the training ground of leadership.
But youth does not last forever. The fervour and conviction of youth fade with time. Economic managers must recognise that untapped human capital, even for a single day, translates into colossal national loss. Youth has a limited shelf life.
For decades, politicians, bureaucrats, and academics have proclaimed that sixty percent of Pakistan’s population is under 35. This was no surprise, as census data and growth rates provided ample warning. Yet economic managers raised no alarms. The result is predictable: resources have not kept pace with demand, and high unemployment is the consequence.
Those who were 20 or 25 when the slogan of a “youthful population” was first raised are now 30 or more, many still rudderless and unemployed. Even educated youth, when denied opportunity, can be tempted into crime or other social ailments. A sizeable section remains directionless. Youth, once full of hope, is being turned into “ugly ducklings”. If we continue to bury our heads in the sand, we must be prepared for rising crime among the young.
As per the 2023 census, Pakistan has a population of over 241 million. Nearly 20 per cent are between 15–20, and almost 60 per cent are below 35. The youth labour force is estimated at around 21 million, but 35 per cent are idle—far higher than in neighbouring countries. Economist Dr Hafiz Pasha has shown provincial disparities: Punjab 33%, Sindh 38%, Balochistan 41% and KP 43%.
Who should search for and develop this talent? Is it only the job of HR managers, or CEOs? At a national level, does it fall solely on the Ministry of Labour and Manpower? I believe the responsibility must pervade every institution. An impartial search for talent is essential, free from nepotism and favouritism. As Auden wrote, “It takes little talent to see clearly what lies under one’s nose, a good deal of it to know in what direction to point that organ.”
The culture of mediocrity must be challenged. For too long, round pegs have been placed in square holes. We must end nepotism, biradari bias, and personal favouritism. Only merit can nurture genius.
The inability of the economy to absorb youth is critical. A few new industries are being set up. Even SMEs—the backbone of middle-class growth in other countries—remain stagnant. Meanwhile, Bangladesh, without growing cotton, has become South Asia’s largest garment exporter, while our facilities decline due to high costs and tariffs.
Young men, as Bacon observed, are “fitter to invent than to judge, fitter for execution than for counsel”. They are innovative, imaginative, and eager to experiment. To harness this, Pakistan requires a dedicated Ministry of Human Resources at the federal and provincial levels, working in unison to identify and train talent.
The voice of youth must be heard and valued by leadership. Only then can Pakistan build its true jeunesse dorée. The time to act is now.
The writer is a Senior Banker & Freelance Columnist.
