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SSPI Workforce Document

6/27/2017

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This post was originally published in July of 2016 on another platform:

For some years I've been a member of the Society of Satellite Professionals International (SSPI). Here in the DC area they are represented by the Mid-Atlantic Chapter. I've been less active with this chapter than I was with the Southeast Chapter in Atlanta. Recently SSPI published an updated report on the workforce in the satellite industry. It's called Launch Failure? The subtitle asks the question, Can we attract and retain the talent that powers innovation? When SSPI thinks of the satellite industry in the article, they are thinking about manufacturers, operators and service providers. From that perspective, we at NPR Distribution are not specifically part of the satellite industry as customers, but perhaps a few of the ideas in the report are applicable.
 
The report laments, as the title suggests, that there is an aging of technical staff in particular. I remember when I worked for NET in Nebraska we saw the same issue in the broadcast world. Traveling around now I see a similar issue among our station customers still, maybe less so at producers. Others might have better insight about our customer base as they interact with them more directly and more often.
 
From the report: "The data suggest that this is an industry that is failing to invest in career paths that retain younger talent. At the same time, it relies heavily on older workers who know how things are done – but may not be as good at devising ways for things to be done differently and better."
 
The data may indeed suggest a difficult time retaining younger workers, but the assumption that it leads to less innovation seems questionable. It's not the first time I've heard that sort of statement, and likely you've heard similar things. We can all agree that there are likely differing opinions on this one. For example, how does one define or measure innovation? Perhaps it is true that some new workforce entrants will bring fresh ideas and some veterans are less open to change, but I doubt that all or even most of the people in those categories fit the generalization. In fact where do we draw the line between new and seasoned? What about folks that consider themselves neither of those things?
 
From the report: "Is it high attrition among younger employees that leads companies to rely on veterans, or does the reliance on veterans close off career paths for the next generation? What seems indisputable is that a healthy, growing technology industry should have a lower attrition rate for newer employees and a flatter age curve overall."
 
Perhaps there is some validity to this assertion, but I worry that it seems more theoretical than practical. In the NPR Distribution division we hire when positions become available. In our environment that doesn't happen often. Low turnover is a good thing. It brings stability. Fortunately, when we have hired recently we have been able to bring in a good mix of people at different stages in their careers.
 
From the report: "Conditions in the talent market dictate that the industry needs to reduce its emphasis on competing for a stagnant and shrinking supply of ready-made talent, and to increase its focus on recruiting and training less-experienced people with the smarts, creativity and enthusiasm to power innovation. That takes patience and conscious effort. Most of all, it requires a change in mind-set from hunting for talent to farming it."
 
I'm not sure how our score card meets up to this idea. From my limited point of view, we seem to do a reasonable job at taking advantage of our experienced workers in training up external hires. I think we also do a reasonable job at listening to ideas of our newer employees to glean insights from the work environments they left to join us. Others probably have a better view point on how true this is. I hope we are all taking advantage of as many training opportunities as possible. If indeed the statements from the SSPI study apply in part to us, then collectively we need to work to manage the balance between fresh ideas and tried-and-true continuity. As the quote above says, "that takes patience and conscious effort."
 
Here's how the numbers looked in their industry as included in the SSPI report. I'm not sure how these compare in ours.



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    Michael Beach

    Grew up in Berwick, PA then lived in a number of locations. My wife Michelle and I currently live in Georgia. I recently retired, but keep busy working our little farm, filling church assignments, and writing a dissertation as a PhD candidate at Virginia Tech. We have 6 children and a growing number of grandchildren. We love them all.

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