South Africa is seeing a massive demand for – and a lack of – skilled IT professionals. This is becoming an issue for the country’s IT industry and if no change occurs, could be detrimental not only to the economy, writes GARETH HAWKEY, CEO of redPanda Software.
In a business environment that is now largely driven by innovative IT and software, there is massive demand for skilled and highly trained IT professionals. Sadly, as has been well documented, there is an increasingly dire shortage of these individuals in the local sphere.
This lack in supply seems to be partly the result of a formal education system that is not adequately addressing the needs of local companies and providing a reliable pipeline of talent. As it stands, gaining entry to top universities remains hugely competitive (and often too expensive), and many students are opting for more traditional careers as doctors, accountants or engineers.
In the short and long term, this means that there just aren’t enough young and ambitious people stepping into the IT industry to meet the ever-growing need.
Global tech bigwigs adding pressure
Simultaneously, this demand is being driven by global companies that are opening up branches in South Africa (e.g. Amazon and Facebook) as well as the growth of South Africa as a prime destination for offshoring. Naturally, this places added stress on the imbalance between the supply and demand of IT talent.
While these are the key factors behind the skills shortage, the mounting challenge for local companies is that IT salaries continue to grow exponentially (mainly because there are so few people in this group being fought over by so many companies). This inevitably puts an extra layer of cost onto recruitment and retention.
In the long term, this worrying trend could eventually lead to such a growth in the baseline cost for businesses that they run the risk of becoming too expensive to compete in a cutthroat international IT market. Given the local market conditions, this would be devastating for South African businesses with an eye on expansion.
Platform for Practical Learning
For local supply to meet demand, we should be producing thousands of new developers each year, for example. Arguably, this has to be addressed on a large scale – through a formal training and education process that takes place within the industry itself. In our view, this cannot be left solely to education or academic organisations to address, but instead, the industry (including business leaders) should embrace the skills challenge.
In a high-pressure environment, today’s companies require new recruits to be productive from day one – and in order to make this a reality, businesses and learning institutions need to provide the necessary theoretical and practical training.
For example, software houses should create a unique platform for learning so that they can produce hundreds, or even thousands of developers every year – who leave that educational forum equipped to be immediately productive and influential.
Training as a Strategic Objective
Given the urgency – and gravity – of the skills shortage within local IT, our view is that training and skills development should be a key strategic objective for savvy businesses. In addition, the issue of recruitment and retention needs to be carefully addressed by the top-level executives within every company in order for it to be part of the cultural fabric that runs through the organisation.
Ultimately, this means that the recruitment process has to be well defined, both technically and culturally… meaning that technical skills need to be a consideration as well as the cultural and personality fit of every new recruit.
Within our organisation, we believe that a career needs to be considered both from this technical perspective and a personal perspective – and both aspects need to be fulfilled in order to achieve the best results for both the individual and the company in the long term.
Critically, this requires educating and training managers to spot the right talent within their own organisation, and to grow this internal talent to meet the recruitment needs. It’s about empowering those managers and giving them the time and space with their team members to ensure that each individual career is always moving forward.
Leadership is Paramount
As countless examples have shown us, building a dedicated and loyal workforce comes down to walking the walk: you cannot simply promote the organisation during the recruitment process and then not follow through on the statements or promises made.
For example, if you say you promote from within, what are you doing to support this process? How are you training and educating people so that they can be promoted from within?
The ability to clearly demonstrate the results of this approach (for example, 9 out of the last 10 appointments in our company have come from within the organisation) will certainly resonate with employees and ultimately build loyalty and trust.
While financial rewards are undoubtedly a factor, developing a long-term culture of trust and a loyal workforce takes far more than money. It takes personal attention, and the ability to demonstrate that your organisation is truly investing in people, and in the country at large.
Bring your network with you
At last week’s Critical Communications World, Motorola unveiled the LXN 500 LTE Ultra Portable Network Infrastructure. It allows rescue personal to set up dedicated LTE networks for communication in an emergency, writes SEAN BACHER.
In the event of an emergency, communications are absolutely critical, but the availability of public phone networks are limited due to weather conditions or congestion.
Motorola realised that this caused a problem when trying to get rescue personnel to those in need and so developed its LXN 500 LTE Ultra Portable Network Infrastructure. The product is the smallest and lightest full powered broadband network to date and allows the first person on the scene to set up an LTE network in a matter of minutes, allowing other rescue team members to communicate with each other.
“The LXN 500 weighs six kilograms and comes in a backpack with two batteries. It offers a range of 1km and allows up to 100 connections at the same time. However, in many situations the disaster area may span more than 1km which is why they can be connected to each other in a mesh formation,” says Tunde Williams, Head of Field and Solutions Marketing EMEA, Motorola Solutions.
The LXN 500 solution offers communication through two-way radios, and includes mapping, messaging, push-to-talk, video and imaging features onboard, thus eliminating the need for any additional hardware.
Data collected on the device can then be sent through to a central control room where an operator can deploy additional rescue personnel where needed. Once video is streamed into the control room, realtime analytics and augmented reality can be applied to it to help predict where future problem points may arise. Video images and other multimedia can also be made available for rescuers on the ground.
“Although the LXN 500 was designed for the seamless communications between on ground rescue teams and their respective control rooms, it has made its way into the police force and in places where there is little or no cellular signal such as oil rigs,” says Williams.
He gave a hostage scenario: “In the event of a hostage situation, it is important for the police to relay information in realtime to ensure no one is hurt. However the perpetrators often use their mobile phones to try and foil any rescue attempts. Should the police have the correct partnerships in place they are able to disable cellular towers in the vicinity, preventing any in or outgoing calls on a public network and allowing the police get their job done quickly and more effectively.”
By disabling any public networks in the area, police are also able to eliminate any cellular detonated bombs from going off but still stay in touch with each other he says.
The LXN 500 offers a wide range of mission critical cases and is sure to transform communications and improve safety for first responders and the people they are trying to protect.
Kaspersky moves to Switzerland
As part of its Global Transparency Initiative, Kaspersky Lab is adapting its infrastructure to move a number of core processes from Russia to Switzerland.
This includes customer data storage and processing for most regions, as well as software assembly, including threat detection updates. To ensure full transparency and integrity, Kaspersky Lab is arranging for this activity to be supervised by an independent third party, also based in Switzerland.
Global transparency and collaboration for an ultra-connected world
The Global Transparency Initiative, announced in October 2017, reflects Kaspersky Lab’s ongoing commitment to assuring the integrity and trustworthiness of its products. The new measures are the next steps in the development of the initiative, but they also reflect the company’s commitment to working with others to address the growing challenges of industry fragmentation and a breakdown of trust. Trust is essential in cybersecurity, and Kaspersky Lab understands that trust is not a given; it must be repeatedly earned through transparency and accountability.
The new measures comprise the move of data storage and processing for a number of regions, the relocation of software assembly and the opening of the first Transparency Center.
Relocation of customer data storage and processing
By the end of 2019, Kaspersky Lab will have established a data center in Zurich and in this facility, will store and process all information for users in Europe, North America, Singapore, Australia, Japan and South Korea, with more countries to follow. This information is shared voluntarily by users with the Kaspersky Security Network (KSN) an advanced, cloud-based system that automatically processes cyberthreat-related data.
Relocation of software assembly
Kaspersky Lab will relocate to Zurich its ‘software build conveyer’ — a set of programming tools used to assemble ready to use software out of source code. Before the end of 2018, Kaspersky Lab products and threat detection rule databases (AV databases) will start to be assembled and signed with a digital signature in Switzerland, before being distributed to the endpoints of customers worldwide. The relocation will ensure that all newly assembled software can be verified by an independent organisation and show that software builds and updates received by customers match the source code provided for audit.
Establishment of the first Transparency Center
The source code of Kaspersky Lab products and software updates will be available for review by responsible stakeholders in a dedicated Transparency Center that will also be hosted in Switzerland and is expected to open this year. This approach will further show that generation after generation of Kaspersky Lab products were built and used for one purpose only: protecting the company’s customers from cyberthreats.
Independent supervision and review
Kaspersky Lab is arranging for the data storage and processing, software assembly, and source code to be independently supervised by a third party qualified to conduct technical software reviews. Since transparency and trust are becoming universal requirements across the cybersecurity industry, Kaspersky Lab supports the creation of a new, non-profit organisation to take on this responsibility, not just for the company, but for other partners and members who wish to join.