By SIRIVISH TOOMGUM
The cellular operator also aims to be the favourite digital partner of its customers in the same year.
Nardrerdee Arj-Harnwongse, chief people officer, defined digital talents as individuals with hard and soft skills.
Hard skills range from capability and efficiency in cybersecyrity, cloud computing, data analytics, artificial intelligence to innovation strategy.
Whereas, soft skills include a sound enterprenuerial mindset, passion for learning, data-driven decision making, to comfort with ambiguity.
She added that organisations needed to know the ambitions of these digital talents for the selection of new recruits and keep them with the company.
She said most digital talents wanted to work for companies that could offer them project-driven works, instead of routine jobs, and offering them non-traditonal form of renumerations or allowing them to own the projects they created.
They also prefer to work for companies with a flat organisational structure of open creative space and be able to work across various functions in the organisation.
In addition, they want to keep learning new things.
DTAC, which has around 4,600 employees, has adjusted its working culture and continued to launch series of activities to woo more digital talents for the past two years.
It has also continued to launch programmes aimed at upgrading the digital skills of its employees.
“Digital talents have very specific expectations from employers, and these are sometimes quite different from more traditional hires,” Nardrerdee added.