Impact of Skill Migration on the Telecommunication Sector

Do they Really Need to Leave …?     

Impact of Skill Migration on the Telecommunication Sector

The telecommunications industry is a dynamic and rapidly changing industry. Technology has advanced and changed in a very short time. Consequently, all the relative companies across the world have changed their strategies accordingly. The movement of skilled professionals across borders has become ever more important and challenging for companies. Skill migration has become one of the significant challenges to Sri Lanka’s telecommunications industry.

The telecommunications industry is advancing rapidly with everyday innovations and developments such as 5G, artificial intelligence (AI), cloud computing, cybersecurity, and data protection. In such a scenario, the industry requires a highly qualified and skilled workforce for network engineering, data analysis, software development, cybersecurity, and more. Consequently, there is a high global demand for this talent, leading to increased skill migration.

Countries like Sri Lanka, in particular, face significant challenges in retaining skilled professionals within their organizations. Many of these professionals migrate to developed countries in search of better opportunities (Perera & Silva, 2020). Specially Sri Lanka faces difficulties since the middle management workforce is rapidly migrating to other countries, starting with senior developers, who are the most wanted and experienced people in the sector (Fonseka, 2023)

 Why do they Leave?

1.      Safety is the first

According to Maslow's Hierarchy of Needs, individuals are motivated to achieve various goals as they progress through different levels of need (Maslow, 1943). After fulfilling basic needs such as food, shelter, and clothing, people naturally seek safety and security. This drive for greater stability often leads to skill migration, as seen in Sri Lanka's current situation due to political instability (Fonseka, 2023).

 2.      Importance of Self Actualization - Career Advancement and Personal Development

Self-actualization is a key concept described in Maslow hierarchy theory, and it refers to the realization of self-potential and seeking opportunities to grow and achieve specific goals (Gopinath, 2020).  Particularly among the younger generation, there is a strong desire to avoid stagnation and continuously seek opportunities for self-improvement. This drive for development is significantly influencing skill migration in the telecommunications industry, as many professionals perceive greater growth opportunities beyond their home country.

 3.      Search for Quality of Life 

    People would like to have a higher quality of life. Skilled employees believe that they     will have an expected quality of life in another country with more salary benefits and     development opportunities. Competitive salaries and career growth motivate people     to move.

Suggestions for minimizing the impact

• Invest in Training and Development 

Training and development should be a continuous endeavor, supported by substantial investment from the company. Transforming into a learning organization is crucial, as it provides employees with ongoing learning and development opportunities. According to Pedler et al. (1997), a learning organization fosters a culture of continuous improvement and skill enhancement, leading to increased employee satisfaction. When employees perceive future growth and development opportunities within their organization, they are more likely to feel valued and motivated (Pedler et al., 1997).

• Positive Rewards for Good Performance

Positive rewards can directly relate to Maslow’s Hierarchy of Needs theory since rewards can be helpful to meet different levels of needs in the hierarchy. Financial benefits support basic needs. Social recognition addresses self-esteem through acknowledgement of achievement. Opportunities for growth can support self-actualization through self-satisfaction (Unsal & Nergiz, 2019). By supporting reward systems, the company can keep a productive, skilled workforce within the organization. 

• Competitive Compensation Benefits

A competitive remuneration package is a powerful motivator for employees. Attractive compensation tends to draw top talent to the company, creating a positive work environment that fosters success and long-term growth. According to Milkovich et al. (2013), offering a good remuneration package not only helps in attracting skilled professionals but also contributes to the overall satisfaction and retention of employees, driving the organization towards sustained success.

• Set Achievable Goals 

Setting goals and guiding employees towards achieving them provides a sense of satisfaction and accomplishment. Goals should be clear, achievable, challenging, and committed, with continuous feedback given to employees. This approach is explained in Goal Setting Theory, introduced by Locke and Latham (1990). By implementing this method, organizations can enhance productivity, employee satisfaction, and overall success (Locke & Latham, 2002).

•   Implement Talent Mobility

Talent mobility ensures that a company can place the right person in the right position while minimizing costs. By aligning required skills and experience with existing employees, organizations reduce risk and enhance efficiency. Moving employees into different roles and job responsibilities boosts engagement and retention while supporting career development (Tymon et al., 2010). For example, Dialog Axiata PLC, a leading telecom company in Sri Lanka, offers its employees the chance to apply for internal vacancies, facilitating talent mobility and fostering career growth within the organization.

• Work Family Balance

Work-family balance is crucial for the well-being of employees and the success of organizations. By promoting a healthy balance, companies can enhance employee satisfaction, productivity, and retention while creating a positive and supportive work environment. Implementing practical strategies to support work-family balance benefits both employees and employers, contributing to overall organizational success. (Allen et al., 2000). When a company offers flexible work arrangements, it significantly enhances employees' satisfaction by supporting a better work-life balance. For instance, Dialog Axiata PLC provides flexible working hours, allowing employees to complete their duties with less stress. This flexibility can be a key factor in retaining employees who might otherwise seek new opportunities elsewhere in pursuit of an improved work-life balance.

 

Reference

Allen, T. , Herst, D. ,  Bruck, C. & Sutton, M. (2000). Consequences Associated With Work-to-Family Conflict: A Review and Agenda for Future Research. Journal of occupational health psychology. 5. 278-308

Fonseka,K, (2023). The Challenges of Talent Retention in the Sri Lankan Tech Industry, Available at: The Challenges of Talent Retention in the Sri Lankan Tech Industry - Adaderana Biz English | Sri Lanka Business News (Accessed: 6 August 2024).

Gopinath,R (2020). Prominence of Self-Actualization in Organization. International Journal of Advanced Science and Technology. 29, 11591 - 11602.

Locke, E. A., & Latham, G. P. (1990). A Theory of Goal Setting and Task Performance. Prentice Hall.

Locke, E. A., & Latham, G. P. (2002). Building a Practically Useful Theory of Goal Setting and Task Motivation: A 35-Year Odyssey. American Psychologist, 57(9), 705-717.

Maslow, A. H. (1943). A Theory of Human Motivation. Psychological Review, 50(4), 370-396

Milkovich, G. T., Newman, J. M., & Gerhart, B. (2013). Compensation. McGraw-Hill Education

Pedler, M., Burgogyne, J. and Boydell, T. (1997) The Learning Company: A Strategy for Sustainable
Development. 2nd Edition, McGraw-Hill, London.

Tymon, W. G., Stumpf, S. A., & Doh, J. P. (2010). Exploring Talent Mobility: The Role of Career Development and Organizational Culture. Journal of Management, 36(3), 978-1004

Unsal A.B. & Nergiz, H. (2019). The Relation between Motivation, Job Satisfaction and Task Performance: Kovach s Ten Factor Model. Journal of Tourism and Gastronomy Studies. 7. 1534-1548. 10.21325/jotags.2019.434