As the first personal communications services system in the United States is preparing to launch service in the Baltimore/Washington D.C., area and the balance of narrowband and broadband network contracts are being awarded, it is time to take a candid look at what is facing the wireless telecom industry.
The supply of trained and skilled personnel is at an all-time low, while the demand for human resources to develop the wireless networks has risen and continues to grow. The telecommunications industry has not taken the steps necessary to hire and train the personnel needed to engineer, acquire and deploy the infrastructure for recently licensed wireless networks. With a two-year learning curve to become proficient in telecommunications, the strain on the industry is already being felt.
Carriers are scrambling to award multimillion dollar contracts to large and small contractors in an attempt to obtain quick return on their investment after paying enormous sums for licenses to operate. That’s where the trouble begins.
A significant number of decision-makers for the wireless carriers are inexperienced in building a telephone network. They are not always able to accurately distinguish between the experienced contractors and those that simply tell them what they want to hear. Their attempt to keep costs down in the beginning phases of network development, though well intended, pushes them toward contractors who are willing to low-bid requests for proposals just to get the business and establish a name in the telecommunications industry. These low bidders are not only telecom upstarts no one has ever heard of, but many are well established companies.
These companies and those they employ will have to learn telephony network development at the expense of the wireless carriers. The costs of duplicating unsatisfactory work in all areas of network development will result in missed schedules and lost revenue.
There is hope! The following is a list of recommendations to help prevent these problems:
Carriers and their contractors should immediately begin to recruit from universities, technical schools and junior colleges. There is an abundant supply of educated and ambitious men and women who can be trained quickly and are willing to work hard for entry-level salaries.
Look to the military and other industries that are downsizing for similar skills that can be retrained in all areas of telecommunications. Remember significant reductions in salary will provide poor incentive to learn new skills.
Investigate contractors and their subcontractors thoroughly. What is their previous experience in telecommunications? Check references with rank and file employees, especially those in operations. They are the personnel who must live with or re-perform your potential contractors’ mistakes.
Supply contractors and subcontractors with a realistic and proper “scope of work” that fits the company’s business plan and defines its expectations. Remember change orders reflect higher costs and missed deadlines.
Require contractors and subcontractors to use trained and skilled personnel to complete the contract. Don’t assume their recruiting and training will be to the company’s expectations. Set standards for the training and experience required and continually monitor contractors’ compliance.
Most importantly, continue to educate and train existing staff. The industry is changing quickly and employees should never be too busy to learn how to do their jobs better.
Don’t reinvent network history. Listen to rank-and-file veterans of microwave and cellular development. They have much to offer.
Take care of existing employees. In the haste to build the network, don’t forget regular salary reviews and the affect long hours and travel will have on their families. Remember they are in demand. If your company doesn’t take care of them, another company will.
Gregory E. Sweet is the owner of San Francisco-based Acquire Telecom Services, a company that specializes in consulting and training for the telecommunications industry.
