these super candidates oftentimes only
comes with a marginal increase in com-
pensation. It is exceptionally difficult
to convince an individual to move into
a new capacity and occupy a role that
was recently handled by two employees
while providing a nominal raise over
their present salary. When an individual
is currently in the six-figure compensa-
tion range, that person is unlikely to
make a jump for a 10 percent raise.
Organizations need to understand
that and review compensation on a
case-by-case basis instead of putting
a blanket range out there and forcing
a team to adhere to those numbers.
They tend to limit their access to a
greater stream of talent by doing that.
Wouldn’t you want to pay for the A
player instead of settling on a B player
because he fits some mandated sal-
ary range approved by someone who
doesn’t fully understand the role and
responsibility of the position? You
would be surprised by the answer to
this from many companies.
To fix the issue that is plaguing
the telecommunications industry (and
other industries, for that matter), orga-
nizations need to understand that there
needs to be a multi-faceted approach.
Companies need to develop better in-
ternal programs while also leveraging
external programs to train and develop
their staffs. It would also be wise to im-
plement incentive programs for achiev-
ing desired certifications. And most
important, there needs to be a social
consciousness amongst those who are
preparing to start their degree plans at
an institution of higher education.
The technology sector is booming.
According to a MarketWatch, 15 million
new jobs will be created in the United
States during the next 10 years as a
direct result of automation and artificial
intelligence. Those gains will come at
the expense of 25 million positions lost.
With that said, what side of the technol-
ogy curve do we want to be on?
Matthew DeMartino is director stra-
tegic accounts at Competitive Telecoms
Group, Inc., which is a member of the
Pacific Telecommunications Council.
The views expressed in this piece are
DeMartino’s own and do not necessarily
reflect those of PTC. Altogether, PTC’s
members represent more than 45 na-
tions and a range of sectors across tele-
communications, information and com-
munication technology (ICT), and related
to learn more
about becoming a member of the Pacific
Overall Skills Gap Situation
How important is it to you to have a hybrid
cloud strategy–incorporating elements of both private
and public clouds–versus just a public or private cloud one?
Source: CompTIA, survey of 600 IT and business executives
Nearly half believe the skills gap is growing (46% net)
Less than a quarter
of micro-size firms
think the gap is
Nearly half of small-
size firms indicate a
Nearly 6 in 10 large-size
firms report a
Just over 4 in 10
believe the gap
July - August, 2017