INDUSTRY WATCH
TELCOS NEED TO ENSURE
THEY PROVIDE THEIR
WORKFORCE WITH ACCESS
TO TOOLS, KNOWLEDGE
AND TECHNOLOGY THAT
INCREASES PRODUCTIVITY
AND EFFICIENCY.
S
ince GSM was first demonstrated
in Cape Town in 1993 and the
first GSM networks launched
the next year, the telco industry has
fundamentally transformed every
country on the African continent. As
some of the largest employers, most
admired – and valuable – brands, and
most innovative companies on the
continent, telcos have been synonymous
with the rise and development of
Africa's economic development.
Two of the five largest public companies
in Africa are telcos. In the latest Brand
Africa Top 100 Most Admired Brands
in Africa rankings, three telcos featured
among some of the leading global
brands, beating out the likes of Puma,
Sony and BMW.
South African telco MTN is the country’s
most valuable brand, valued at nearly
twice as much as its nearest competitor,
another telco, Vodacom.But even
telcos are not immune to the disruptive
forces of technology and a rapidly
shifting workplace demographic that
is forcing companies to adapt their
business models and human capital
management approaches.
For telcos to successfully transform to
digital service providers where they have
to lead with new business models and
innovation, their workforce
engagement and talent attraction
strategies, some hard questions
need to be asked and some difficult
changes made.
www.intelligentcio.com
The five-generation
modern workplace
Today’s workplace is more diverse and
dynamic than it has ever been in history.
For telcos to succeed in the effective
attraction, engagement and retention
of these multiskilled digital workers, a
fundamental rethink of organisational
culture and human capital management
is needed. This is made all the more
difficult by the fact that the modern
workplace is home to no fewer than five
distinct generations.
• The Silent Generation, born
somewhere between 1920 and 1945,
who are nearing retirement and
typically struggle with adopting
new technologies and prefer
old-school forms of interoffice
communication. While typically
nearing the end of their careers due
to their age, this generation is most
likely found occupying key positions
in boards, steering committees or
as shareholders
• The Baby Boomers, who now
typically make up the upper echelons
of organisational structures and who
are driven by professional success
and teamwork
• Generation X, born between
1960 and the early 1980s, who are
adaptable, driven by results and more
comfortable with using technology
than their older peers
• Generation Y, or the so-called
Millennials, who are the most
prevalent group in most workplaces
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