Nurturing a culture of connectedness in a transforming telecoms landscape
From maintaining hybrid structures and offering flexible hours, to rethinking the role of the physical office and strategising new ways to boost performance, employers continue to tackle the needs and demands of a modern day workforce.
But when we live in a world that’s set to be ‘gigabit-connected’, how can we ensure that all staff are treated fairly, regardless of their location or the hours they work? And with recruitment struggles bringing a fresh dynamic to the corporate agenda, how can this multifaceted challenge become more manageable for business leaders?
With a hybrid workforce spanning multiple geographical boundaries, Dean Checkley, CEO of network services provider Flomatik, believes organisations must embrace a ‘culture of connectedness’ if we’re to be inclusive to all circumstances and workspaces, and combat the talent shortage. He explains more here…
In such a fast-paced and complex sector, it seems unthinkable that progress can be so stifled. The truth is, while the quick pivot to remote working in 2020 served a valuable purpose at the time, many are still holding onto a model that is now hampering growth — failing to realise the changes that will truly empower our digital workforce.
Of course, with high-speed networks and global connectivity, comes a whole host of benefits that make operations smarter, more efficient, and endlessly innovative. And as nuanced technologies continue to evolve the way we work, it’s only natural that the preferences of employees will shift too. As such, levels of hybridity and flexibility will — and should — remain.
Regardless of their role, or level of seniority, staff expect the freedom to be productive from any location, at any time. And embracing the fruits of digital transformation’s labour means tapping into the opportunities that enable us to do exactly that.
However, whether it’s neglecting the camaraderie of in-person meetings, or feelings of isolation in the depths of a virtual environment, maintaining complete remoteness across all organisational divisions risks invoking feelings of human disconnect. This will not only choke the wellbeing of employees, but significantly damage the unified vision of the business too.
For teams that are multinational, this challenge only grows in complexity. But in this hybrid society that we’re now fully immersed in, how do we reframe our view of connectedness and rebuild the opportunity for collaboration that we once had? And what does collaboration really mean, in an environment that’s predominantly driven by digital engagement?
A truly people-first approach acknowledges the differing needs of teams today, and manages expectations of flexible working models, whilst baring the strategic future of the organisation in mind. We’ve all been there: limited social interactions, hampered senses of fulfilment, back-to-back video calls, and overburdened wi-fi routers. With technical formalities and regimented slots online, spontaneity and creativity continue to take a major nosedive.
The prime candidates to upskill and develop, Gen Z’s rely heavily on socialising and impromptu conversations to build their confidence and knowledge in the telecoms sector. And if you research the proportion of communication that’s non-verbal, you’ll come across the same figure over and again: 93%.
Of course, a degree of body language and tonal variation comes across on a video call, but while it might sound clichéd, nothing beats face-to-face interaction. Consider the amount of times you’ve needed to ‘just ask’ someone something, and how much of an inconvenience you’ve felt by disrupting their flow with a five-minute call – then times that worry by ten for someone who is junior. The pressures only increase as the talent shortage worsens too.
Sure, heading into HQ for an MS Teams filled agenda would also feel pretty pointless. But it doesn’t have to be an ‘all or nothing’ approach — not everything needs to be on-premise, for example. Offices today are no longer bound by four walls — and that’s really not a bad thing. But in a society where virtual connections are only going to become faster and more accessible, business leaders need to encourage and implement more of a fluid approach to working structures, to help drive true productivity in the telecoms sector.
With the unrelenting stresses of geopolitical turmoil, coupled with the fiscal challenges brought by the cost of living crisis, there’s never been a more crucial time to strengthen relationships beyond internal teams too. Operators in the altnet space are truly feeling the squeeze right now. They want partners to instill them with confidence, and feel that they’re truly there. How? Through personal connectedness, and authentic communication.
People often think C-suite executives have all the answers, and that couldn’t be further from the truth. But by listening to the teams they represent, and understanding how to balance these needs with those of consumers and the business itself, they can be the drivers of a thriving culture, and an organisation that’s growth shows no bounds.
If Flomatik sounds like an organisation you’d be proud to be a part of, why not get in touch? With a variety of roles spanning field engineering and surveying to access network planning, we’re looking for the perfect candidate to join our growing team of telecoms professionals.