Recruiting Across Different Generations

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The Generational Divide: Recruiting Employees Across Different Generations

Today's workforce currently includes four generations: Baby Boomers, Generation X, Millennials, and Gen Z. With so many differing ideals and motivators, avoiding conflict and fostering cohesion between these age groups is essential. To create a robust and diverse workplace, examine your recruitment process, job advertising, employee benefits offerings, and internal culture to ensure that you’re attracting and retaining the best talent.

 

What Differentiates the Four Generations Found in the Workforce Today?

Generations are demographic groups arranged by birth years that are often defined and affected by significant cultural or historical events within their lifetimes. For example, the Greatest Generation (born in 1901 – 1924) lived through the Great Depression and World War II, whereas Baby Boomers (born in 1946 – 1964) had the 60s counterculture, civil rights movements, and the Vietnam War that set the tone within their lifetimes.

Technology and the internet are significant factors for the four most recent generations currently in the workforce. Boomers adopted technology as older adults, while Gen X (born in 1965 – 1980) was the first to have access to personal computers. Meanwhile, Millennials (born in 1981 – 1996) and Gen Z (born in 1997-2012) are "digital natives" who have had internet access for most, if not all, of their lives.

Differentiating the Four Generations

Recruiting Boomer, Gen X, Millennial, and Gen Z Talent

When setting up your digital recruitment strategy to attract diverse and talented employees, you'll want to reach your target audience where they are and keep job seekers' goals in mind while marketing the position to candidates. For generations across the board, you can feel free to forgo print media. Boomers might not be digital natives, but most have smartphones, and many are active social media users.

In addition to platforms like LinkedIn and third-party job boards, consider mobile and SMS advertising. Using various media tactics and communication channels such as social media goes a long way toward maximizing your recruiting potential across different generations.

 

Best Practices for Advertising Jobs & Benefits to Multigenerational Candidates

While there is no one-size-fits-all approach to enticing candidates with job descriptions and benefits, certain perks attract some age groups more than others. Appealing to job seekers by their generation can help you advertise your position and communicate to potential hires with exactly what your company has to offer.

Advertising Jobs to the Four Generations

Use the following list as a general guide to what each generation finds appealing in terms of work, company culture, and benefits:

Baby Boomers

Less concerned about company culture, most Boomers want to know about day-to-day duties and how their experience can contribute to the organization. They like to hear about the why behind decisions, and how the results of their actions will support company success. These job seekers are looking for stability, good healthcare benefits, and the potential for flexible hours as they get closer to retirement.

Generation X

Most Generation X candidates will be looking for growth opportunities as well as professional development and clear paths to promotion. Work-life balance will also be important as job seekers in this generation may be caring for aging parents or children. Healthcare and good retirement benefits have strong appeal for this group.

Millennials

Company culture and ethics are important to this age group. Most Millennials want to work for businesses they can believe in and trust. They thrive on social connection and want to work for companies with strong internal culture. Perks like working from home, free lunches, and gym memberships, in addition to affordable healthcare and flexible PTO, attract this generation.

Generation Z (Zoomers)

Much like Millennials, the ethics of your company will be important to Gen Z. They'll want the same perks as their Millennial counterparts and typically thrive in all-digital environments or work-from-home setups. Conversely, they will not pay much mind to company culture, as long as they are treated as equals amongst peers.

Hiring managers might not be able to offer benefits that appeal across all of these demographics. However, including the benefits and perks your company offers, providing insight into day-to-day work tasks, and adding an overview of your office culture in your recruitment efforts goes a long way toward attracting a diverse workforce.

 

Hiring the Right Candidate

When looking to add a diverse mix of people and generations to your company, the bottom line is that you want the best of the best in terms of talent. While tailoring your recruitment advertising to attract multigenerational candidates is essential, at the end of the day, you want the best person for the job. So regardless of a candidate's specific generation, look for the following traits and concepts when making a hire:

Preparation 

Regardless of a candidate's generation, job seekers should be informed and ready to talk about your company. Not only should they be able to give detailed answers about the business, its background, and its purpose, but good candidates will also have company-specific questions prepared for the interviewer.

Zeal

Look for job seekers who are genuinely interested in the position. Have they done any research into your industry? How are they keeping up with trends and technologies in this area? Employers can train skills, but you can't teach enthusiasm. Therefore, candidates who display eagerness and a drive to succeed in their field or career are ideal.

Suitability

Emphasizing company culture in an interview has two main benefits. First, noting the values and mission of your company will strongly appeal to Millennial and Gen Z candidates. Describing these dynamics and seeing how a candidate reacts can be very telling. Second, specific, detailed interview questions about how the candidate embodies or believes in these same values and mission of the business can help you determine which candidate is the best fit for your team. All the better if the candidate has questions of their own regarding culture, allowing you further insight into what their role would be in the team’s structure if brought on.

Initiative

Beyond training, potential employees need to be very self-motivated to fulfill their roles. Working from home and performing tasks with little supervision is the new normal, and employees will oftentimes have to figure things out for themselves. Asking interview questions about how candidates have taken initiative in the past or have thrived in a role with low supervision can help you make an informed hiring choice.

 

Best Practices to Support a Diverse Team

To support a multigenerational workforce, managers need to encourage a proactive office environment that promotes inclusion. By catering to different communication styles, offering two-way mentorships, emphasizing respect, and avoiding certain assumptions and stereotypes, companies can reduce conflicts due to different age groups in the workplace.

Support Diverse Generations Team

Varied Communication Channels

One factor that differs among all four generations is their communication preferences. For example, Baby Boomers often favor calls or face-to-face meetings, while many Millennials and Zoomers might prefer text or video chats. To bridge the gap and create a collaborative workspace, offer a variety of in-person meetings, calls, chats, email, and social media so everyone can use their favorite communication methods or explore new options.

Reverse Mentoring

Setting up two-way mentorships among people in different age groups has several benefits. The concept centers on both parties sharing what they know with one another without a power struggle. By pairing an older worker with a younger employee, one might gain insights from the other's extensive experience while inspiring a more tech-savvy approach to problem-solving.

Respect

Respecting workers regardless of age should be the cornerstone of your workplace culture. Acknowledging that both Boomers and Millennials have a wealth of knowledge and talent to bring to the table can break stereotypes. Placing value evenly among Generation X and Zoomers can encourage collaboration. Treating all generations as equals will strengthen relationships among colleagues.

Avoid Assumptions

Assuming what people want, based either on your own generational view or preconceived notions about others, can throw off the balance of your workplace. Instead of guessing that a younger worker might want more vacation time as a benefit rather than working from home, simply ask them. As an overarching rule of thumb, by talking with employees and finding out about which incentives/benefits, processes, or communication styles they prefer, you are more likely to retain your staff and avoid leaning into stereotypes based on age.

Mix Things Up

Fight the urge to group younger employees together with the assumption that they'll work well together or get along better. By allowing your office to settle into a natural mix, with younger and older employees working side by side, you can encourage communication and collaboration. Let workers find what they have in common on their own and discover the strengths that each individual and group brings to the table.

 

Beyond the Generation Gap: Life & Career Stages

Some studies suggest that the four generations' values and preferences really aren't that different, despite popular opinion on the matter. In fact, the Society for Human Resource Management (SHRM) suggests that career and life stages play a more significant role in workplace relationships and management.

For example, apartment dwelling Zoomers and Gen Xers who are single with no kids may have more in common, along with similar goals and needs, than a Boomer or Millennial with a mortgage and a family. A person's life stage is another way to define someone beyond their generation.

Similarly, Boomers who are changing careers and Zoomers fresh out of college both have to figure out how to navigate modern hiring processes and online interviews successfully. These employees may also seek out promotions to advance their new careers and increase their salaries. While appealing to the wants and needs of each generation can help recruitment, similar life and career stages often transcend differences between age groups in the workplace.

 

Resources for Recruiting Generations Across the Spectrum

Whether you’re looking to hire Baby Boomers, Generation X, Millennials, Gen Z, or just need the best of the best, leverage a recruiter. Recruiting firms are experts at navigating the constantly changing landscape of the job market. It’s a recruiter’s duty to represent people based on skill, looking beyond gender, generation, race, ethnicity, etc. When looking to create a robust and diverse workplace, consider engaging with a firm like Blue Signal to truly strategize your recruitment process, job advertising, employer branding, and so much more to attract and retain the best talent – no matter their generation.

 

About our Contributor, Hazel Bennett: Hazel Bennett is a freelance writer and blogger. She has a degree in communications and lives in Northeastern Ohio. Hazel loves writing about numerous topics and showcasing her expertise with words.

Death to Transactional Recruiting: Why Relationships Win

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If you’ve been in any sort of hiring capacity over the last several months - or even in a job seeking capacity - you’ve noticed that despite a super saturated market, it’s harder now more than ever to land the talent or role you need. Everyone is hiring, and everyone is looking for work - so it seems like there should be no issue. Yet still, transactional recruiting is killing the market. Here’s how we beat it to the punch. 

 

Transactional Recruiting vs. Relationship-based Recruiting 

When you think of the standard hiring process, you probably imagine that there’s an employer who posts a job online, qualified people apply, they review these applicants, interview the ones they like, and eventually make an offer of employment. There’s no middle man bringing the opportunity and the candidate together. This is transactional recruiting. In transactional recruiting, the people applying to those LinkedIn job postings are active job seekers - meaning, they’re either looking to make a move or are currently unemployed. These types of candidates are either desperate for a change, or desperate for income, and usually take the first job that comes to them. This can result in quicker turnover, bad hires, lower rates of job satisfaction, and so many more negative consequences that come from the transaction-like hiring process. 

Relationship-based recruiting on the other hand, while offering a mix of active applicants and urgent hires, depend more on consultative “selling” and targeting passive candidates. Recruiters have an extensive network of employers and employees alike in their given industry, AND they have working knowledge in the industry that can be indispensable for hiring. They might know of companies closing, new technologies hitting the market, or other shifts in hires that can impact the open jobs market. With this insight they are able to look at currently employed, “passive” candidates and help them find a smarter career move that offers something their current job doesn’t - even if they aren’t looking to move jobs. This process follows more of a: client calls the recruiter they want to work with, then the recruiter looks to their own network and creates that bridge between the qualified candidate and the job opportunity. Because of the relationships the recruiter has built, they are able to make connections that would otherwise be missed if the employer were to just make a post on LinkedIn. 

Death to Transactional Recruiting Venn Diagram

There’s merit in both recruiting styles. Sometimes, transactional recruiting can be very successful and can give people opportunity when they need it. However it tends to be a bandaid fix that requires future strategizing, creating more work in the long run. Relationship-based recruiting, with its personal touch and insight into people’s needs beyond a paycheck, offer a more long-term solution. This style also usually builds into a partnership, where a recruiter can supply a constant stream of top tier candidates, rather than just one-off hires. 

 

Why Transactional Recruiting Doesn’t Work

Did you know that 20% of turnover happens in the first 45 days of work at a new company? This can be attributed to several factors, most of which are side effects of transactional recruiting. Maybe the candidate applied to the job description posted online, and accepted the job without knowing all the details. This leads to feelings of distrust. There could have been a lack of support within their first few weeks, where the person who hired them hasn’t made contact since. This absence of a long term relationship leads them to believe there is no one advocating for them behind the scenes. 

Transactional recruiting, in its rush to fill a need, ends up leading to more open roles when that early stage turnover sets in. It feeds its own cycle of bringing people in fast, and losing them just as quickly due to poor handling. Sometimes there are too many applicants in the pool and the first one in gets the gig. Other times, the time allotted for hiring fills up quickly with reviewing resumes and contacting references and the decision has to be made before all candidates have been properly evaluated. In a similar situation, hiring managers could be worried about losing talent to competitors and in turn, hire too quickly. Whatever the reason, transactional recruiting often results in cutting corners - and recruiting is all about timing. 

The simple nature of posting a job online and gathering a large pool of applicants can speed up the time it takes to get a resume on the desk, but can give hiring managers the anxiety of choice. They always want the best of the best, but it’s hard to know for sure what they’re getting when the market is so vast. According to Dr. Leaf, “Too many choices lead to bad decisions, indecisiveness, or dissatisfaction with a decision.” Worse yet, by only posting jobs and reviewing candidates from job applications, they’re missing a huge chunk of the market by not approaching currently employed, passive candidates. There aren’t enough hours in the day for leadership to review applicants, interview, run background checks, AND do their normal 9-5. It typically takes companies 100 hours over the course of 4 weeks to get an offer to a viable candidate. With millions of people in the workforce, they don’t have the time to weigh all their options and are often not satisfied with their final decision. 

Death to Transactional Recruiting Comparison Chart

Why Relationships are Better 

Relationship-based recruiting is here to help alleviate that buyer’s remorse. Because of their in-depth understanding of the hiring need, and the market the role is competing in, relationship-based recruiters can create long-term matches resulting in better retention. Great recruiters are better than bartenders, therapists, and best friends rolled into one. They’ll listen to client and candidate needs, delivering thoughtful results. Hiring is motivated by more than money. People invest a lot of emotion, time, and effort into career changes, relocations, and job moves. Recruiters know how to sympathetically yet effectively manage money, relationships, and emotions throughout the entire process. They offer onboarding support, ongoing candidate follow up, and act as an advocate for both the candidate and the client company when communicating between the two parties - making sure both are happy in the long run. 

Relationship-based recruiters are in it for more than just one placement. In this long-term partnership, they will establish a 360° understanding of an organization, its team, and its needs both currently and strategically for the future. They advocate for the business by keeping an eye on the market, capturing talent when it’s available - not after it’s needed - sending clients alerts about top talent even when they aren’t actively hiring. When actively hiring, these recruiters don’t waste a hiring manager's time by just sending whatever applicants come their way - but by pre-screening candidates to ensure they are qualified with both the background experience AND the soft skills needed to do the job and feel at home with the company. Recruiters seek to learn from what’s working and what’s not in the world of employee retention, before a business has to learn the hard way with a bad hire. By consulting on what perks employees actually want - for example - they can advocate for what the candidate wants from their job, and give the client company positive action items they can use to make measurable outcomes with employee satisfaction. As more good matches are made, this mutually beneficial relationship grows and continues to produce good hiring outcomes for years to come. 

 

How to Break out of the Transactional Cycle of Bad Recruiting 

Unfortunately, transactional recruiting remains a fairly commonplace hiring practice. If you’re working with a recruiter already today, try to determine if they are transactional or relationship driven by watching their actions. As a client - do they have touchpoints outside of when you post a job? Do they follow up on the progress and successes of new hires? Do you find yourself wanting to refer friends, family, and colleagues to them? As a candidate - do they contact you outside of when they have a job for you? Do they ask about how satisfied you are in your current role, and celebrate positive answers? If any of these were met with a “no,” they are using a transactional recruiting approach and are not a good long-term choice for any organization or individual. 

Now that you know how to identify the bad, you’ll have to start working on uncovering and engaging with top recruiters in your industry. Start by getting referrals to recruiting firms from other hiring authorities in your organization. Conduct the right research, looking for things like placement guarantees, high retention rates in placements, and repeat clients - NOT just cheap rates and fast turnaround times. Read online reviews from LinkedIn, Yelp, and Glassdoor. Google the name of the recruiter you’re looking to engage with, and see how they fare among industry postings (i.e. Do they have blogs written about the newest technologies in the space? Or do they not exist online at all?) Ask them questions. Get quotes. Shop around. Don’t be afraid to ask for what you need. Just like making the right hire, it’s in your best interest to take your time when selecting a long-term recruiting partner. 

Death to Transactional Recruiting Checklist

Finally, although seemingly counterintuitive, know when and when NOT to work with a recruiter. Many hires can be made through your own internal network. When building out established business units, ask for current employee’s references or consider promoting someone up and filling the role internally. However, if you’re replacing someone confidentially, being discreet could be in your best interest. In that case, look for a recruiting firm that offers a privacy/confidentiality policy. Recruiters should be used for larger, strategic moves when your own network is lacking what you need. If you’re unsure how to properly support building out a new business unit, or if a recruiter would even be beneficial for a specific role, ask! Recruiters thrive on market intel and love to offer their expertise where they can. When working with a strategic, relationship-based recruiting partner, you’ll be rest assured in their honesty if a particular search is better for you to try filling alone. 

 

How Blue Signal Kills the Average Transactional Recruiting Model 

We’re All About Building Long-Term Relationships 

Blue Signal offers every search a 12-month guarantee. The way we see it, our client’s success is our success. The more our clients hire great people, the more they’ll thrive, and the more help they’ll need to grow! 94% of our placements are retained after 12 months, meaning our impact lasts long after contracts are signed. 

“Despite working together multiple times, they still follow their process and make no assumptions about the goals for the position.” - Wireless Company, Hiring Authority 

No matter the search, or the history we have with a particular company, we always work through our process from start to finish, giving the same white glove service to veterans that we do to new clients. With long-term partnerships in mind, we want to make sure that we make no assumptions about needs for the position and instead leverage knowledge from past engagements to give us insight into what will always be an ongoing hiring process. Instead of assuming we know the space and launching into taking shots in the dark, we transcend transactional recruiting by building a long-term relationship and using that as a stepping stone for future engagements. 

 

We Place Priority on Good Matches, Not Temporary Fixes 

The problem with the transactional recruiting model is that it places too much emphasis on getting someone hired fast, not getting the right person hired. People working with transactional recruiting firms often feel pressured to pick a candidate quickly, rather than doing due diligence and reviewing options. With relationship-based recruiting, recruiters will be able to better manage that emotional component - that “right” feeling you get when you know someone will be a good fit for your organization. In fact, 63% of Blue Signal’s candidates are promoted within 18 months of being hired - meaning these candidates are not only making an impact in the company, but are far exceeding the role they were originally hired for and are supporting long-term company goals. 

“I really appreciated the fact that (Blue Signal) took the time to understand what we were looking for instead of simply throwing a bunch of resumes at us. I never felt pressured to move forward with a candidate that I didn’t feel was a good fit for the role.” - Electrical and Electronic Manufacturing, Hiring Authority

When choosing candidates that are right for the role, AND for the future of the organization, clients will hire better matches - not band-aid fixes. Blue Signal deploys a 12-point interview process that matches a candidate’s actual wants and needs with what a client can offer them. We match career aspirations, compensation needs, timelines, key motivators, and more to ensure that candidates line up with what the company can give them in the long run, not just because they can cut a check the fastest. 

Death to Transactional Recruiting 12-Point Interview Process

We’re Passionate about Helping People 

When working with the right company, for any service, it’s always the greatest feeling knowing they have your best interests in mind. That’s how Blue Signal got to where it is! Each of our recruiters are passionate about helping people reach their goals - whether that’s building their own company into further successes, or by making a career move into a better opportunity.  We’re not happy 'til you’re happy. The guarantees we’ve put in place and the processes we have established are all deployed to make sure whatever the match, that all parties are excited to start the work! 

“(Blue Signal’s) drive to ensure successful, win-win placements for both clients and candidates helped accelerate our recruiting process, eased many of the burdens typically associated with recruiting efforts, and resulted in our making exceptional hires.” - Wireless Integrator, Hiring Authority 

With over 220 combined years of recruiting experience, Blue Signal’s personal touch has built an incredible network of top performing candidates. Our current rolodex of contacts is priceless. 

The methods we use to post jobs gain us excellent applicants, but more important (and a greater attestment to our success), is our list of referrals. 78% of recruiters find their best quality candidates through referrals. Transactional recruiting falls short by using only the here and now talent, and not leveraging an established referral network. By creating long-term relationships, Blue Signal keeps our candidate’s and client’s best interests in mind for far more than the immediate hiring need. 

 

Here Lies Transactional Recruiting, Relationships for the Win 

Armed with this knowledge, it’s difficult to go back to the old ways of transactional recruiting. Whether with Blue Signal, or with another firm out there, never settle for anything less than a partnership with your next recruiter. Remember to look for recruiters that make touchpoints outside of when you post a new job, recruiters that check in to see how your hires are faring, and recruiters that you’d refer to others. Leverage online reviews and your own professional network for referrals. Know when to - and when NOT to - work with a recruiter at all! And if you ever feel pressured - just like with a bad high school ex - break up with them. When you know what to look for in making the decision to work with a particular recruiter, remember that the right recruiter can change the trajectory of your company. For better or worse, the choice is up to you. 

Blue Signal is always here to call upon if you have further questions, aren’t sure what your needs are, or just want a second opinion! Recruiters know the markets and the movements therein. With our focus on industries like wireless and telecom, IoT, information technology, finance and accounting, emerging technology, cloud and managed services, manufacturing and industrial, lighting, logistics and supply chain, food and agriculture, human resources, and medical and healthcare - leverage our expertise! We’d love to chat. 

Small Cell Industry Trends & Talent Predictions

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Trend #1:  Outdoor Small Cell Growing 50% Faster than Indoor Solutions

The original purpose of small cells was to efficiently reuse spectrum as a capacity solution – not as a replacement for cell towers. However, outdoor small cell use as a coverage solution has grown significantly, both in rural areas and dense urban areas. While DAS and low-power small cells are well suited for indoor applications like office buildings and open-air venues like stadiums, high-power small cells are gaining ground in outdoor applications. Carriers have found that it is cheaper to densify and reuse spectrum rather than buy new blocks of spectrum for macrocell coverages. The major takeaway is that network providers and customers are taking a more nuanced view of coverage that includes a mix of small cell types and power levels to provide efficient, reliable coverage and a better handling of capacity.

Small cells still cannot beat the distance and power of macrocells (1 macro tower equals 10-30 small cells), but small cells are a cheap and effective way to patch coverage holes (at least for now — the maintenance and backhaul costs are still significant). Verizon is investing heavily in small cell densification in preparation for 5G and to support larger capacity demands. It has announced that it will begin commercial deployments this year.

Small cell comparison chart

Chart: Small cells include a mix of indoor/outdoor and high/low power solutions. Small cells improve network coverage and/or capacity. Wi-Fi is included for comparison, but is not considered small cell. 

 

Only two-thirds of new small cells are indoor, and the rest are deployed in outdoor environments. The United States is a hotbed for telecom innovation, but international demand is growing strongly as well. In the next two years, outdoor small cell is projected to jump 600%. By contrast, indoor/in-building solutions are projected to grow only 400%.

One important point to note: this small cell definition includes femtocells, whose cell radius is usually less than 50 feet and can service about 5 users at once. While femtocells do technically qualify as DRAN small cells, their application differs from other members of the small cell family.


Trend #2:  Wi-Fi Starts to Slip

It is surprising to think of Wi-Fi as an obsolete technology, but industry trends show that Wi-Fi may be on a downward slope. It used to be that only a lucky few had access to unlimited data plans, usually grandfathered from years past. Today, unlimited data plans have made a comeback. T-Mobile, Verizon, Sprint, and AT&T all offer unlimited data plans. Slower speeds have replaced overage charges for heavy data users.

LTE’s biggest advantage over Wi-Fi is that LTE can be taken anywhere (and Wi-Fi, which is an extension of LAN, will never be as mobile as LTE). As data usage climbs, people expect to use all of their devices everywhere, and finding a Wi-Fi hotspot becomes more of a burden. Coffee shops and public areas are less enthusiastic about footing the bill for Wi-Fi when many customers only buy a cup of coffee and use the network for hours. Wi-Fi technology is fussy and less secure than LTE. As security becomes more and more of an issue, customers are likely to demand LTE-based solutions over Wi-Fi. This trend will accelerate as expanding technology offers more options for less money.

Unlicensed and Licensed Spectrum

Overview of key differences in LTE-U, LAA, and MuLTEfire by Qualcomm.

Image: Overview of key differences in LTE-U, LAA, and MuLTEfire. Source: Qualcomm

 

Unlimited data is not the only competitor to Wi-Fi. Carriers are rushing to densify networks and expand unlicensed spectrum coverage, a family that includes LTE-U, LAA, and MuLTEfire. Wi-Fi is becoming more of a niche technology than the go-to. LTE-U (deployments in the US, Korea, and India) and LAA (deployments in the EU, Japan, and others) use unlicensed spectrum aggregated with licensed spectrum as a Wi-Fi coexistence strategy. They improve the signal without interfering with Wi-Fi. MuLTEfire, by contrast, is LTE realized fully in unlicensed spectrum, and it poses the most serious threat to Wi-Fi. The technology may advance to the point where customers can install a private LTE router in their homes, just like Wi-Fi but with the added benefits of LTE. If the price is comparable to Wi-Fi coverage, this could make home Wi-Fi coverage obsolete.

All the way back to 1993, data usage has never dropped. Growth has accelerated year over year as carriers continue to throw money into network expansion, mostly on outdoor small cell technology to keep costs down and allow for future compatibility with 5G devices.

5G is projected to unseat (or at least compete strongly) with Wi-Fi, especially when it comes to connected devices. Connected devices are compatible with Wi-Fi and LTE, but 5G is specifically designed for compatibility with connected devices. This may prove to be the downfall of Wi-Fi. One opposing viewpoint is Wi-Fi is not going anywhere. As new technology emerges within LTE, Wi-Fi technology is also evolving. New Wi-Fi technologies are closer to carrier-grade — and carriers still rely heavily on their ability to offload on Wi-Fi.

Voice vs. Data Usage since 2011

Mobile voice traffic has been flat since 2011, while data traffic has climbed 1800%

Image: Voice traffic growth has been flat since 2011, while data consumption has jumped over 1300%. Graph: Akamai’s Q2-2016 State of the Internet Report. data from Ericsson’s Mobility Report.

 

One opposing viewpoint is Wi-Fi is not going anywhere. As new technology emerges within LTE, Wi-Fi technology is also evolving. New Wi-Fi technologies are closer to carrier-grade — and carriers still rely heavily on their ability to offload on Wi-Fi.

 

Trend #3: Changing Government Regulations

Many regulations are outdated, obsolete, and have no guidelines for the newest technology, including small cells. This hits hardest at the local level, where budgets are tight and laws can be slow to change. Many local municipalities do not have the resources to keep up with telecom technology that is changing at lightning speeds, let alone revamp the regulations.

Carriers are expecting the FCC to streamline municipal telecom regulations this year to ease the administrative and financial burden of installing small cells, towers, and other network infrastructure. Currently, many cities classify small cells the same as macrocell towers, even though the two technologies have totally different footprints, sizes, and expense. A tower can be hundreds of feet tall, while a small cell can be the size of a lunchbox. However, some cities charge the same fees for both. Some companies have attempted to classify their solutions as public utilities to save themselves hefty permit costs and administrative roadblocks.

Despite some difficulties, there are success stories. The city of Orlando, FL recently accepted bids for a large-scale small cell installation to improve coverage in the city. Some municipalities, especially in tech-friendly large urban areas, are moving ahead with ambitious small cell projects. Laws are changing to better accommodate new technologies. The city of Philadelphia worked with AT&T and Verizon to deploy a 37-node small cell network in anticipation of Pope Francis’s visit in September 2015. The project took only 9 months from start to finish. It was able to proceed thanks to huge public demand and pressure for the city and the telecom companies to work together to achieve a mutual goal.

 

Predictions for Small Cell Talent

Network providers are facing many challenges for their projects, including a severe talent shortage. We predict the following skills will be in highest demand for 2017 and early 2018:

IoT/M2M and 5G

The distance between IoT and small cell is shrinking. As Wi-Fi dependence begins to drop, network providers will need to build more and more IoT/M2M functionality into network designs (especially as 5G comes closer to being a reality). M2M connections are expected to make up almost half of all connected devices by 2020. Specifically, companies will be looking for people with hands-on experience within the IoT value chain. This includes IoT platform design, smart object design, module design, and integration with 3rd party applications.

Because of spectrum limitations, 5G will deploy on a very high frequency, including mmW. This means that traditional cell towers cannot deploy that spectrum, even with advanced beam-forming techniques. Small cells are the only way to deploy the mmW spectrum. This means carriers will have to deploy small cells—possibly on the order of millions—within the next 10 years. Since small cells have design, maintenance, and repair needs just like macrocells, there will be a huge uptick in field work, engineering, construction, and related job duties.

This is one of the biggest looming talent shortages. The IoT/M2M/5G space will create millions of jobs — some estimate over 4 million IoT developer jobs alone by 2020. However, experts also expect that IoT and connected device technology will severely disrupt the labor market. Millions of people who work low-level jobs in fast food, retail, transportation, and supply chain will be displaced.

Standardization & Infrastructure Sharing

Infrastructure sharing is a growing trend while the telecom landscape continues to shift rapidly. There will be a very high demand for employees who can understand and build strategy around shared infrastructure. This will be especially true in the next five years as networks complete coverage expansion projects.

European markets had another record year in 2016 for colocation data center capacity. Colocation promotes standardization and harmony between carriers’ data/voice technology, which is good for the consumer and the industry. Demand will continue to increase for employees with a sound understanding of existing 3GPP standards, as well as foresight for how standards may evolve to accommodate emerging technology.

Interference Mitigation Skills

In an increasingly crowded network, interference is one of the top challenges for high-traffic networks. Managing interference and higher spectrum utilization techniques will be a key goal for network providers, integrators, colocation facilities, and product developers, with applications at almost every level. Demand for this skill will rise fastest among design engineers and product managers. Expect strong demand for sales engineers who can explain interference mitigation technology to potential customers.

Public Sector Technical Sales Skills

While private sector companies are scrambling to upgrade their networks, the public sector is more uneven in its acceptance of new telecom technology. With the challenge of previously mentioned regulatory hurdles, telecom firms need to arm themselves with persuasive and highly knowledgeable salespeople. A strong salesperson can effectively navigate administrative roadblocks and match municipal requirements with network solutions that work. By contrast, some public sector entities are way ahead, aggressively updating building and fire codes with new wireless standards. Companies who win key installation deals early on are more likely to enjoy repeat business and maintenance contracts from the same customers.

 

If your company is searching for small cell talent, contact us for a free evaluation of your hiring needs. Reach our telecom specialist directly at [email protected].