Preparing for BEAD Deployments: 6 Key Workforce Development Strategies
Over the next four years, infrastructure construction enabled by Broadband Equity, Access, and Deployment (BEAD) Program funding will take place. States cannot execute BEAD construction plans on time, in alignment with cost estimates, and according to quality and safety standards without a robust and highly trained workforce.
A wide range of roles will be involved in BEAD deployments: lineworkers, electricians, installers, construction crews, traffic flaggers, tree trimmers, utility locators, and accountants, just to name a few. Developing, training, and retaining a workforce of this scope and magnitude will require a concerted effort among higher-education institutions, ISPs, training providers, worker unions, and more.
This post describes strategies that states will need to follow to prepare the qualified, diverse workforce necessary to roll out billions of dollars of BEAD funding and achieve universal broadband connectivity across the country.
1. Offer apprenticeships and on-the-job training
Employees benefit from apprenticeship programs and on-the-job training because they can experience the day-to-day realities and learning curve of a role without having to pay for separate training. Employers also benefit because they can determine if a prospective employee is a good fit for the role, and trainees can start learning the company’s systems, policies, and protocols on their very first day.
2. Prioritize local hiring — especially in rural areas
Locally hired laborers save their employers money by reducing travel time and expenses, and hiring a local workforce instead of an out-of-state company keeps those dollars in the state. Employers can strengthen efforts to hire local personnel from rural areas — where much of the BEAD Program deployments will take place — by offering fully virtual and hybrid virtual/in-person training, which carries the added benefit of maximizing instructor time.
3. Ensure recruitment efforts support the growth of a diverse pool of candidates
States will be more successful in their hiring goals if they can cultivate an equitable and diverse workforce by including people traditionally underrepresented in the telecommunications industry. Beyond making sure diverse demographics are depicted in marketing materials, employers and training providers could offer wraparound support services to supplement workforce development, such as reliable childcare, transportation, and funding to cover costs associated with training. Community colleges, trade schools, and technical colleges can help connect employers with nontraditional students, women, and minorities, and there are many national and statewide networks of women-owned, minority-owned, and veteran-owned businesses that can provide valuable insight.
4. Tailor recruitment strategies to the realities and challenges of the industry
To keep deployments on schedule, recruitment plans should be both granular and future focused, looking ahead to specific roles that need to be filled far enough in advance that new hires have sufficient time to train and build the necessary skills. When possible, employers should recruit three times the anticipated number of workers needed for a role into training programs to account for those who do not complete training, turnover shortly after being hired, and retirements.
5. Establish explicit pathways to advancement
Clear pathways to advancement can improve retention rates — ensuring current employees continue building their knowledge and skills — and can make roles more attractive to current employees and potential candidates alike.
6. Institute systems to ensure constant coordination between training providers and employers
Training providers need to collaborate closely with employers to make sure credentials align with industry needs and training programs evolve alongside the sector — which is particularly important in a rapidly changing industry like telecommunications.
Are there other workforce development strategies that belong on this list?
