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How Companies are Tapping Foreign Talents from Abroad Amid a Regional Talent Shortage?

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How Companies are Tapping Foreign Talents from Abroad Amid a Regional Talent Shortage?

The Information and Communication Technology (ICT) industry is an important economic sector that also plays a role in the creation of jobs. It is also often regarded as the backbone of the digital economy in all areas of business. It has a significant influence on corporate procedures, tasks, and the overall structure of work throughout the whole economy, and it contributes to an improvement in overall productivity. Exportation of information technology services and services that are enabled by information technology has been a primary factor in India’s expansion of its ICT industry. Some companies believe that global recruiting businesses have an edge over local ones because of their ability to capitalize on their experience in sourcing jobs from all over the globe.

India is one of the most significant nations in the world for the emigration of information and communications technology experts. The movement of Indian information and communications technology (ICT) specialists to other countries have been helped along in part by Indian multinational information and communications technology companies, particularly those with offices in other countries such as the United States, Singapore, Canada, and so on. These multi-national corporations owe a significant amount of their expansion success to India’s ready availability of highly qualified information technology personnel.

On a global scale, location is less important when it comes to hiring people. Many businesses located outside of India are actively searching for skilled individuals in the IT sector who are willing to remain in India and continue their careers there. The demand-supply gap is responsible for the reduction in the income gap that exists between what someone earns in India and what they make in a foreign market. 

When it comes to recruitment, there are a lot of different methods to look overseas. A company has the option of bringing in talent from another country, recruiting locals who have been working overseas, or forming a regional team that works across national boundaries.

  • Bring in talented people from other countries.

The recruitment of talented individuals from other countries not only helps to close the resource gap but also imparts a global perspective and expertise.

  • Bring foreigners to live among the natives.

We now have the option of expanding our search to include those who are employed in other countries. They have both a grasp of the culture of the country in which they are currently living as well as an international background.

Guideline concepts in managing people despite fast growth

  1. The COVID-19 pandemic has resulted in a scenario that cannot be compared to anything that has occurred in recent history, and it is not yet clear what effects it will have in the long run. According to the findings of the most current study, eighty-one percent of respondents had the expected that their leaders would have a global perspective. On the other hand, just 55% of respondents believed that their leaders can despite effectively lead across cultural boundaries. It all comes down to generating corporate growth in spite of competition, cost challenges, and operational inefficiencies within a global economy that is becoming more uncertain.
  2. When it comes to the recruitment of new individual, proactive planning and preparing the way for development by putting in place the necessary infrastructure, resources, and staff will be of tremendous assistance to your organization. When coming up with ideas for recruiting techniques, it is essential to think creatively and have a flexible mindset. To accomplish this goal, the talent acquisition team should maintain tight proximity to improve the way human resources are managed in this day and age of fast growth.
  3. Over the course of the previous year, Funding Societies has brought on more than 320 new employees across the area. When a firm experiences significant growth, it becomes more crucial to develop a strong corporate culture among the ever-expanding personnel. This requires doing cultural evaluations as part of the recruiting process in order to choose candidates who are a good match for the organization. It is also important to ensure that there is a good match between the firm and its workers by ensuring that employees comprehend and accept the organization’s core values.
  4. After all, posting the mission statement and core values of the organization on every available surface in the workplace is not acceptable. It is helpful to have meaningful and instructive conversations going in both directions during onboarding sessions and events like fireside chats with the CEO. Last but not least, leaders have a responsibility to serve as role models by putting the principles of the organization into practice in their day-to-day work.



Connectivity is Key – VP of U.S. Telecom Provider Rodney Sanders on Challenges and Opportunities for Industry Growth Amid 2021 ‘New Normal’

Maintaining ‘security of supply’ in internet and communications technology (ICT)-driven connectivity for both America’s urban and rural communities has played a pivotal role in the telecommunications industry’s exponential growth in 2020 and also to ensuring stability and recovery for a myriad of industries in the wake of the COVID-19 pandemic. 
Rodney Sanders, Vice President of Velocity Telecom, provides insider perspective on the road ahead for the industry of ‘bandwidth’.

Has the manner in which your telecommunications company manages projects or completes physical installations been altered due to the ramifications of COVID-19?

Our staff members (of which we have approximately 60-75) have to physically travel to our clients’ facilities; have to engineer, furnish and install (EF&I) and test their equipment completely on-site.

We are primarily hardware people – We are one of those industries wherein you cannot work from home.

Unlike certain sectors, where you can pass on information or facilitate technology transfer via the internet, we have to physically enter a warehouse, extract the inventory or equipment and physically deliver it to our clients’ facilities.

And so at Velocity, we took it upon ourselves to virtualize quickly and effectively; we were able to incorporate remote video technologies to keep connected with our in-the-field installation staff and the quality of their daily work efforts.  Within our own facilities, we added the extra step of wiping down all newly-arrived equipment and materials, installingUV light air scrubbers in our offices and warehouses, as well as incorporating other clean practices including spraying down the offices twice a day with industrial grade foggers like those used on commercial aircraft.

Our employees have switched to ‘shift work’ within the offices, so that they are only operating at 25% capacity and rarely in the same place at the same time.

Safety is a top priority for our organization, both in meeting the COVID-19 adherence requirements of the U.S. States wherein we operate when servicing our clients and in engaging with each other as a Team amid this ‘new normal’.

We are always open to augmenting our client services to help provide a turnkey solution, one that so many of our clients demand.

How did the onset of COVID-19 impact the telecoms installation industry? Did it slow down or speed up due to this need for virtualization?

While many industries saw fault-lines in their supply chains, we understood the opportunity and moreover, the responsibility inherent to digital connectivity. The onset of COVID-19 grew the telecoms installation industry exponentially.

With everyone safely at home, whether working remotely or attending school online, this created a massive utilization shift from the traditional commercial venue to the residential arena. This then created an immediate need to build-out and augment the residential infrastructure capacity, in some cases completely anew, in order to handle those elevated utilization levels.

It’s interesting – In the initial throes, we faced a marginal lull, as did so many sectors across the rest of the world. Due to the historical nature of our industry, which routinely has lapses in workload, we established a process several years ago to provide full paychecks to our employees during times of less than full employment rather than simply bench them.

At the onset of the pandemic, we put our process into place and made the decision to ensure that no employee was left behind without a paycheck. Not every company was able to sustain the COVID-19 pandemic in the same way.

Now, as the demand for remote learning, working from home, tele-meetings, remote medical appointments has steadily increased, so has our workload.  We are grateful for our employees’ tenacity and loyalty to our Team and to those we serve during this unprecedented period.

How specifically have standards and practices changed in order for installations to be carried out safely?

We’ve added enhanced levels of project management and coordination that did not exist previously. We quickly implemented temperature checks and, of course, the wearing of face-masks on a daily basis. We also reduced the number of installation staff that operate within a given client site.

While we developed our set of safety protocols, we also had to mesh our new standards with the expectations and standards given to us by our clients.  Each step of project installation and management had to be re-evaluated in order to have the safest outcome.  We repeatedly reinforced to our staff, especially our installations, the extensive efforts being taken to assure their safety in the uncertain environment.

We believe it was important not only to make such an effort, but to give them the confidence to go about doing their job.

Our installation crews used to change depending on various needs, but now there is absolutely no mixing of tech-teams between assignments. Our installation crews are firmly assigned, and act as insulated ‘pods’ or work units. This ensures that if one member of our team happens to come down with symptoms of COVID-19, it is limited to that pod. This allows for insulated containment in the event of an unlikely positive test.

How has the telecommunications supply chain been affected and what kind of ramifications did this pose to your projects?

Supply quickly decreased while demand seemingly increased overnight, to be sure.

We have had to dramatically increase our lead-times for equipment and materials as well as rapidly pivot in expanding our supplier base to ensure that we meet our clients’ myriad of often complex needs.

Currently, we have extended forecasting from one month to four months to ensure that we have the equipment and materials necessary to meet our clients’ deadlines, resulting in a VAST increase in our investment in inventory regarding both installation materials and equipment.

China’s frenetic infrastructure build-out has caused a scramble in the United States cross-sector and our supply chain is no different.

‘Proactivity’ and forecasting market trends and security of supply will be critical to our continued growth.

Advancements in technology occur at such a rapid pace. How does Velocity continue to keep up with the frenetic tempo in order to stay ahead of the curve?

It seems that with each technological advancement, we sometimes find ourselves at a new railroad crossing, where we simply need to ‘Stop, Look, Listen, and Learn’.

We perform work for a variety of Telecom clients that push us to deliver a gamut of ever-changing skills, processes, techniques, and services. We adapt to this demand by having our staff learn and adhere to strict standards, obtain specific certifications when needed, and utilize our own in-house training area.

At the highest levels, we have found that our Telecommunications clients traditionally request completely bespoke, turnkey solutions. They want a vendor that can handle as many pieces of the puzzle as possible, and Velocity listened.

We went from being an installation company to procuring a 10,000 sq. ft. inventory warehouse, transitioning to become an installation and furnish company in light of increasing client demand.

We are now able to provide turnkey solutions, from an ‘outside plant to an inside plant’. The result is that we run many of our client’s projects from cradle to grave, operating 24 hours a day, 5 days a week.

Take your typical office complex – You would traditionally have two different companies addressing your internal and external connectivity solutions; today, those assignments are handled entirely by Velocity.

As to addressing technology, our approach is simple. We adapt, while providing for our clients a seamless user-experience.

We always start from a 35,000 ft overview and work our way down to the granular ground-level so that we evaluate and capture our clients’ needs. We then execute our services to be delivered on-time, on-budget, on spec, each and every time.

In terms of innovations, I would point to our ‘thin-client’ username and password technology; We developed a proprietary repository for our end-users to log-in and view their projects’ status, the project’s percentage of completion, applicable to each and every Velocity client.

From this ‘dashboard’ installation portal, we maintain an open line of communication with our clients, enabling them to view their project documents and even access progress photos at all times from anywhere in the world.

How is the telecoms industry evolving? What role Velocity will play within it over the next decade?

The ability to increase reliability and bandwidth is what moves the needle for all telecom and cable providers; the ability to be at the forefront in terms of expertise and execution is what drives Velocity.

We pride ourselves on the ability to pivot to every need, every want of our clients. Versatility is the force multiplier that will sustain us through the next decade and beyond.

Being the industry leader of both long term projected projects and immediate response projects in the case of emergencies is the standard we hold for ourselves within the telecom industry.


ICT Trade Value Reports Show Substantial Growth

A recent report released from United Nations Conference on Trade and Development (UNCTAD) showed a significant increase in demand for IoT devices, ultimately boosting the value of information and communications technology (ICT) goods in 2017.

“This is the first time that global ICT goods imports have rebounded since 2014, showing a good 6% annual growth and bringing a reprieve to the past two years of decline,” Shamika N. Sirimanne, Director of the Technology and Logistics Division at UNCTAD, said.

Growth rates remained at a steady eight percent for trade in electronic components while computers and consumer electronics were reported at nine percent.

Countries actively leading imports of ICT goods include China as the largest importer,  and the United States as the top importer. The Republic of Korea leads with the highest growth rate, while Mexico had no growth reported out of all countries in the top 10 list.

“The expansion of electronic components, which are the basic building blocks of electronic circuits and semiconductors, reflects the fact that more and more products and activities are going digital worldwide. Much of this trend can be associated with the advent of the IoT, which has witnessed unprecedented growth since 2015. This trend may be further accentuated in the coming years.” Ms. Sirimanne said.

Source: UNCTAD