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United Kingdom
The telecom industry is at a critical juncture, with many experienced professionals nearing retirement and a projected shortage of tech workers in the next decade. This is further compounded by intense competition with other attractive tech sectors for the limited pool of available candidates. But rather than being discouraged by these challenges, the industry can view them as a unique opportunity to proactively address its talent needs and shape a positive future. We just need to cast a wider net and take steps to make the pool of talent younger, deeper, and more diverse.
The next generation
Telecom companies must work harder to attract, nurture, and retain young talent. Understanding the evolving expectations and preferences of the modern workforce is crucial, because failing to listen and adapt to changing views could result in losing out on top talent.
The pandemic fundamentally transformed attitudes about work, with a significant shift toward prioritizing flexible work environments and achieving a better work-life balance. This is underscored by a recent Greenhouse survey, which revealed that 40% of candidates prefer a hybrid working model. Furthermore, 76% of respondents indicated that they would actively search for or be open to new job opportunities if their current company were to roll back flexible work policies.
Younger generations are not easily fooled by green-washing or diversity-washing; they expect to see genuine commitment and action from their workplace
Candidates now also seek companies that align with their values and ethics, placing cultural fit as a top priority. Younger generations are not easily fooled by green-washing or diversity-washing; they expect to see genuine commitment and action from their workplace. Meaningful perks have become a significant consideration as well. Gone are the days of well-intentioned fruit baskets and breakfast bagels. Today, candidates prioritize wellbeing initiatives, subsidized private healthcare, and gym memberships.
Once employees come on board, nurturing and development should be top of mind for employers. By offering in-house professional development and mentorship programs, companies can create an attractive environment for ambitious individuals seeking growth opportunities. This is particularly crucial in the ever-evolving telecom sector, where ample training is necessary to upskill and reskill employees. By investing in their workforce, businesses demonstrate a commitment to equipping employees with the skills to thrive, aligning with worker preferences and establishing themselves as desirable employers focused on professional growth.
More diversity
Our efforts can’t stop with attracting people at the beginning of their career journey. Telecom companies must also attend to the need for diversification within an industry that has traditionally been perceived as predominantly male and white.
The historical overrepresentation of male employees, particularly in leadership positions, has perpetuated a cycle that attracts male candidates disproportionately. Attempts have been made to increase the visibility of female professionals at industry events and showcase their achievements in industry media. These initiatives aim to inspire candidates from all backgrounds and show them a clearer path to success. Still, there is progress to be made: a survey by NTT DATA UK found that 42% of women in tech have considered leaving the field for better career opportunities elsewhere due to feeling a lack of progression.
To address the gender gap, telecom companies must strive to keep women engaged through all phases of their careers, particularly those returning from maternity leave or a caregiver career break. Too often, these women feel left behind or an afterthought. According to UK recruitment firm Robert Walters, salary and career progression are core priorities for women returning to the workforce, with wellbeing initiatives and flexible policies a close second. Employers can support women by establishing comprehensive leadership development programs and advocating for advancement opportunities to senior and C-level roles. Mentorship is key as well. Seventy-nine percent of women consider a mentor helpful when returning to work. Measures such as these support gender diversity and make the industry more appealing to a broader talent pool.
Moreover, attracting candidates from diverse backgrounds—different cultures, ethnicities, religions, ages—is equally important, and this requires meeting candidates where they are and hearing their needs and wants. Companies should actively look for talent in new and unique places, rather than simply hiring the same degrees from the same universities. This involves taking a hands-on approach to recruitment and seeking out people from diverse backgrounds rather than hoping they come to you. It's also important that those candidates see a pathway of progression and development, with examples from within the organization of staff with similar backgrounds. And once in the workforce, diverse voices must be actively encouraged and elevated to ensure their contribution is heard and valued.
Transition planning
And last but not least, a generational shift is being felt acutely in the telecom sector, thanks to the looming retirement cliff edge. So, how do companies successfully pass the baton to the next generation?
Effective succession planning is crucial for business continuity. When experienced employees retire, the loss of institutional knowledge can disrupt operations. Therefore, it’s vital to track employees approaching retirement and implement knowledge-transfer practices. Companies can pair early-in-career colleagues with experienced co-workers so that they can benefit from their deep organizational and industry wisdom.
Transition retiring employees into mentorship roles. This allows them to pass on their expertise to newer or more junior colleagues
Another practical approach is to transition retiring employees into mentorship roles. This allows them to pass on their expertise to newer or more junior colleagues, with enough scope to ask questions and share a genuine learning experience, ensuring a smoother transition. Businesses should support and encourage more experienced employees to take on these mentorship and teaching roles as they climb the corporate seniority ladder and consider incentives such as perks or bonuses. Mentorship and collaboration must be cultural pillars of any business that wants to ensure smooth continuity.
There are also possibilities with phased retirements, particularly in the remote working era, which allow experienced employees to wind down their days gradually instead of a sudden stop. The practice is favoured by senior personnel who still derive purpose from their work, but is seldom explored by businesses. This is a huge missed opportunity to turn the retirement cliff into something more akin to a gentle slope.
A bright future
Telecom is teetering on the retirement cliff edge, but a proactive approach to attracting and nurturing a new and diverse talent pool can put companies on more stable footing. Telcos have to be on the front foot, listening to what employees want from their careers and meeting them where they are. By emphasizing inclusivity, shared values, and professional development, telecom can position itself as an exciting and dynamic industry that offers rewarding careers.
