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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

industries. Visit

to learn more

about becoming a member of the Pacific

Telecommunications Council.

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

growing gap

Nearly 6 in 10 large-size

firms report a

growing gap











Just over 4 in 10

medium-size firms

believe the gap

is growing

International Agents

July - August, 2017