The average tenure at the company is 12 years-22 years if you don’t count people working in call centers. AT&T employs about 280,000 people, most of whom got their education and foundational job training in a different era. The overhaul presents an enormous HR challenge. With its industry moving from cables and hardware to the internet and the cloud, AT&T is in a sprint to reinvent itself. Having built the United States’ telegraph and telephone infrastructure in the last century, AT&T could once claim to be the company “where the future was invented.” But now the Dallas-based firm, like many in the technology sector, faces a future in which its legacy businesses are quickly becoming obsolete. Every employee is encouraged to seek out new capabilities, roles, and experiences. A partnership with Udacity and Georgia Tech allows employees to fill skill gaps through education. Workforce 2020 consolidates roles, simplifies performance metrics, de-emphasizes seniority, and gives workers tools for career development. Rather than hiring new talent wholesale, AT&T has chosen to rapidly retrain its current workforce of 280,000 employees. It’s racing to reinvent itself for the digital marketplace, and to do that, it needs people skilled in new technologies. It is also providing workers with a host of tools for training and development through an online self-service platform, courses in new technologies, tuition reimbursement, and even online master’s degrees in computer science, developed with Georgia Tech and Udacity.ĪT&T, the original architect of the United States’ communication infrastructure, now faces a future in which its legacy businesses will become obsolete. To manage the talent overhaul, the company has revised its performance metrics, raised performance expectations, and redesigned compensation plans. At least half the workforce has been assigned a new role and is expected to get the credentials or training to fill it. The challenges are sizable: The firm employs 280,000 workers, and their average tenure is 22 years (not counting people in call centers). In this article Cathy Benko, vice chairman of Deloitte, and John Donovan, AT&T’s chief strategy officer, offer a look inside the company’s ambitious program, dubbed Workforce 2020.
As part of that transformation, it has initiated a massive effort to help its workers acquire new digital skills. With its industry moving from cables to the cloud, AT&T is in a race to reinvent itself. communications infrastructure in the past century, could once claim to be the company “where the future was invented.” But now its legacy businesses are becoming obsolete.
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