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Telecom Business Review | Saturday, April 22, 2023
Telecom's rapid transformation forces HR leaders to create new reskilling frameworks to meet these skills challenges.
FREMONT, CA: Communications connect humanity. It is an indispensable enabler for all industries in the digital age. Industry 4.0 compels telecom companies to implement new digital technologies to remain competitive.
The need for digital skills renders careers in telecom obsolete, thereby diminishing growth prospects.
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HR professionals are competing fiercely to discover candidates with expertise in IoT, AI/ML, 5G, etc.
Thirty-three percent of the top network engineering and operations positions need to gain the skills to keep up with new developments. The rise of "smart cities" also pressures telecommunications companies to expand their talent pools.
Competition for scarce, highly-specialized talent is intensifying in the telecommunications industry. The United States has more employment opportunities, especially in 5G, than in 5G talent.
Strategies for Talent Management in Telecommunication
The demand for 5G capabilities places a premium on engineers and installers who can construct the required infrastructure and make 5G operational. Therefore, enterprises in the telecommunications industry must consider future strategies and tools.
Hire based on potential rather than experience
An organization's 5G infrastructure and services depend on having a talent pool that can fill various roles in a 5G-enabled environment.
When talent management teams hire for potential rather than skills, they tap into a pool of talent that can be re/upskilled to take on 5G-specific initiatives. This enables telecom companies to expand their 5G, cloud computing, and Internet of Things workforces.
Recruit and train talent
It is a challenge for talent management; many students must know the opportunities 5G will provide and how competitive the salaries will be. They must recruit talent by providing sector-specific information.
In an era of rising unemployment, it is difficult for talent management to identify and promote qualified 5G talent. Employers emphasizing nuances may find it easier to recruit skilled 5G talent with the capacity to learn.
Upgrade knowledge and adapt to future skills
Using skills adjacency, upgrade and reskill the current workforce to close the skills divide. Examining skills adjacencies and defining the skills required for prospective occupations, such as Network Technician to Cyber Security Engineer, is the first step in the process.
In fast-growing and innovative organizations, align jobs with future skills to develop career paths. The telecom industry would benefit from harmonizing roles with organizations' evolving skill sets, including Amazon, Meta, IBM, Google, Microsoft, Apple, and Netflix.
Aligning Telecom Talent with Internal Mobility Strategy by Upskilling
When employees are promoted within the first three years of employment, their likelihood of staying with the organization increases by 70 percent. Those who relocate laterally have a 62 percent probability of remaining.
Telecom companies are enhancing learning and development programs so employees can gain 5G, AI/ML, and Data Science skills and fill vacancies.
Through these micro- and macro-learning programs, businesses are equipping employees with the digital skills to actualize their vision and thrive in high-tech environments.
Companies can mitigate talent disruption by bridging the skills gap. With a comprehensive understanding of their customer's needs and a commitment to developing a learning culture, telecom companies can remain competitive in the ever-changing telecom industry.
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