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Bossing it: why the women of big tech are taking over the small screen | Television

In the jaw-dropping saga of disgraced health-tech entrepreneur Elizabeth Holmes, there was one aspect that attracted most of the public’s attention: her voice.

Despite lying about her “revolutionary” pin-prick blood test technology that failed to work, then duping her patients with false diagnoses (she was convicted of four counts of defrauding investors earlier this year) it was her appearance – the Steve Jobs-esque black turtleneck jumpers and signature red lipstick – and her deep baritone, masculine-affected voice that people really zoned in on. So when The Dropout, the TV adaptation of Holmes’s life story – based on Rebecca Jarvis’s 2019 podcast of the same name – was first announced with Amanda Seyfried in the lead role, the internet was abuzz. Would Seyfried do “the voice”?

Yes, as it turns out. But while this vocal affectation might have been a joke to social media, to Melissa, who has worked in the upper management of a big tech company for the past 20 years, it’s something that rings true.

“I have absolutely lived that,” Melissa – who, like all the women in tech interviewed for this article, asked for anonymity – says. “When I want to be heard at my work, I have to talk slower and deeper. If you hit too high of a pitch, they [the men] don’t hear you. If I don’t think my voice will be listened to, I’ll call a male colleague, one of my allies, prior to the meeting and say: ‘Hey, I’m going to ping you in the background, say this when I tell you to.’ They’ll be my voice.”

With the news agenda for the past decade being full of the ethically dubious behaviour of some of the male leaders of the tech world, scant attention has been paid to the women in the industry, who make up just 19% of the tech workforce in the UK. The same is true reflected in pop culture. While the Tech Bro villain is now a well-worn trope in everything from the recent Matrix reboot to Succession and the video game send-up Free Guy, and we’ve had multiple portrayals of Steve Jobs, Bill Gates and Mark Zuckerberg, there’s been hardly any representation of women in tech on the small screen. With a smattering of comedy roles of women working lower down the tech chain (the brilliantly sarky Dobby from Peep Show or blagger Jen from The IT Crowd) to women actually making power moves in the industry (riot grrrl programmer Cameron in Halt and Catch Fire or whistleblower coder Nanette in the Black Mirror episode USS Callister), stories of women in tech have historically been as rare as a female CEO in Palo Alto.

Facebook COO Sheryl Sandberg, subject of upcoming HBO drama Doomsday Machine.
Facebook COO Sheryl Sandberg, subject of upcoming HBO drama Doomsday Machine. Photograph: John Lee/The Guardian

However, this year, TV’s gaze is finally turning to the female power-players of Silicon Valley. Alongside The Dropout, dramatisations of Sheryl Sandberg’s role as COO of Facebook (to be played by Claire Foy in Doomsday Machine) and Arianna Huffington’s position on the board at Uber (Uma Thurman, in Showtime’s Super Pumped) will hit the screen later in 2022.

The onscreen depiction of these highly ambitious – some say ruthless – women will be drawn from the books that have inspired the series: Sandberg is “a master manager and delegator … who felt she was put on this planet to scale organisations” (from Sheera Frenkel and Cecilia Kang’s An Ugly Truth: Inside Facebook’s Battle for Domination); while Huffington leads with “charm and persuasiveness” (as per Super Pumped’s author, Mike Isaac). But do these representations reflect what it’s really like for women working in Big Tech?

Ex-Spotify employee Simone explains: “I think what links these women – and most women in the industry – is that you’ve got to be smart, strategic and driven, as it’s a very tough environment.

“The big six [Facebook, Amazon, Netflix, Alphabet, Amazon and Microsoft] are where everyone wants to work and the returns are huge – you get a big salary and with all the equity … I feel like working in tech is the new banking, especially with all the shares – if you join a startup at the right time you can make millions.”

Therese, who works for Facebook (now rebranded Meta), agrees: “There are unbelievable benefits to working at Facebook, the salary for starters. But really, I’m interested in being part of something that’s connected to the future, however potentially damaging that future might be. There’s something very interesting about being part of that conversation.”

It has taken so long to tell the women’s stories, Simone believes, for the simple fact that it’s still an anomaly for women to be high up in big tech companies. Someone such as Holmes is a “unicorn” in a double meaning: both in the tech sense (her company Theranos became a startup with a potential valuation of $1bn); and because, as a female founder, she was as rare as the mythical beast. Her ability to talk the talk was proved by her – mainly older, male – investors, who included Rupert Murdoch, Larry Ellison and George Schultz, elevating her to a role few women have ever experienced in the industry.

“I’m not exactly sure why there are so few female founders,” Simone wonders. “But in this culture it’s all about risk. Building a product is a risk, joining a startup is a risk and maybe as women we want more safety in our careers?”

Sarah Snook as Shiv Roy in Succession.
Female-washing? … Sarah Snook as Shiv Roy in Succession. Photograph: HBO/David M Russell

Slogans such as “Move fast – break things!” and “Be brave!” line the walls at Facebook but, in reality, women are rarely permitted to exhibit those types of behaviour. To be seen as impulsive or demanding perfection as a man in big tech is to be lauded – creative genius at work here! – but they’re often seen as negative qualities in a woman, who would be thought of as unreliable and branded “bossy”.

In Simone’s experience, even in Spotify – a company founded in Sweden, where there is a big push for gender equality – women are still fighting to get a look in higher up the chain: “In most of the inner circles, it’s still always men who are CEO or CFO, and the token woman is head of HR or chief of operations. Women aren’t decision-making on company strategy or direction, they’re in nurturing, people-facing roles. Even Arianna [Huffington] came into Uber to clean up culture and operations.”

“Oh fuck, yes, it’s still a total boys’ club,” says Melissa. “The worst are the men who think they’re enlightened but when it comes down to it they’re not. It’s not my job to teach you how to be the good guy. Go and get training! Go and figure out your own unconscious bias!”

After #MeToo, there seems to have been a concerted effort by tech companies to put women in higher positions. This can sometimes come across as “female-washing” of problematic brands, says Francesca Sobande, a lecturer in digital media studies at Cardiff University. “That’s not to suggest that I think the appointment of women in certain roles in big tech is solely based on their gender identity in any way, but I do think that organisations are hyper-aware of what it means when a woman becomes a figurehead of a company that is typically associated with male-dominated spaces.”

Kerry Bishé and Mackenzie Davis in Halt and Catch Fire.
Tech savvy … Kerry Bishé and Mackenzie Davis in Halt and Catch Fire. Photograph: Tina Rowden/AMC

We have seen this on TV, she adds, through storylines such as Shiv Roy in Succession, brought in to chair a Waystar Royco conference to soothe shareholders’ worries about the company’s sexual misconduct issues, or when she obsequiously tries to be an ally to Gerri over those dick pics sent by her brother Roman, in what’s really a bid to take him down instead.

“[In] a show like Succession there is a risk sometimes that these sorts of conversations overlook the agency of women,” says Sobande. “A character like Shiv knows exactly what she’s doing when she’s making certain decisions that relate to the optics of gender and power.

“It’s important when thinking about these things to always acknowledge the agency of women within this, and what it means for a woman to sometimes knowingly participate in or be complicit in these types of power dynamics that oppress other women.”

This oppression of other women is seen offscreen, too, Therese says: “I’ve definitely experienced women trying to emulate the men of Silicon Valley. I’ve seen some terrible things, and it can really crush you.”

Therese remembers one senior woman who was manipulative and “should not have been in power”. “If I’m being kind about it, it was probably her reaction to the highly competitive system. The pressure of being constantly reviewed in the six-monthly 360 reviews – where overtime is encouraged and your bonus is based on it – it starts to affect how you feel about yourself, as a person, and it affects everything. It starts to influence your feelings about your self-identity and self-worth. It’s a massively, massively entrenched system.”

What is telling in previous TV representations of women in tech, says Sobande, is what is overlooked, from the fact that these stories are all solely focused on white women to them not including “a critique of the power dynamics and the often oppressive capitalist structure that they’re implicated in”.

For those few “unicorns’’ who make it through to the top in Silicon Valley, it might feel like a hollow victory, given the accusations that many of these companies are entrenched in ethically questionable behaviour – manipulating users’ emotions; allowing conspiracy theories to spread – in the name of profit. Sobande adds: “In some pop culture portrayals we see confusion for a representation of any woman in a position of power with it symbolising some form of feminism. With these upcoming series, I’m intrigued to what extent we’re going to see this ‘girlboss’ narrative coming through, and whether or not there’s going to be [an implication of] a feminist sentiment to any of what is depicted.”

Simone also wonders if we can ever square the dichotomy of working for certain corporations that appear to be morally bankrupt yet claim to empower women: “I’m so interested to see Doomsday Machine because of the juxtaposition of Facebook’s morals and Sheryl [Sandberg]’s heavy messaging about women ‘leaning in’ [the concept at the centre of Sandberg’s bestselling 2013 nonfiction book]. I want to get into her psyche about how you balance those two things: promoting women but in a company that does so much destruction. But it’s not just her. I think sometimes women are the ones who are expected to be the ethical ones in the industry.

“I’m fascinated by it.” As are those of us outside big tech, too.

Some names have been changed. The Dropout airs from 3 March on Disney+ in the UK and Hulu in the US. Super Pumped airs in the US from 27 February on Showtime, with a UK broadcaster still TBC.

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Aviation and Telecom Industries Reach Compromise on 5G Deployment

The Voice Of EU | In a significant development, AT&T and Verizon, the two largest mobile network operators in the United States, have agreed to delay the deployment of 5G services following requests from the aviation industry and the Biden administration. This decision marks a crucial compromise in the long-standing dispute between the two industries, which had raised concerns over the potential interference of 5G with flight signals.
The aviation industry, led by United Airlines CEO Scott Kirby, had been vocal about the risks of 5G deployment, citing concerns over the safety of flight operations. Kirby had urged AT&T and Verizon to delay their plans, warning that proceeding with the deployment would be a “catastrophic failure of government.” The US Senate Commerce Committee hearing on the issue further highlighted the need for a solution.
In response, US Transportation Secretary Pete Buttigieg and Federal Aviation Administration (FAA) head Steve Dickson sent a letter to the mobile networks, requesting a two-week delay to reassess the potential risks. Initially, AT&T and Verizon were hesitant, citing the aviation industry’s two-year preparation window. However, they eventually agreed to the short delay, pushing the deployment to January 19.
The crux of the issue lies in the potential interference between 5G signals and flight equipment, particularly radar altimeters. The C-Band spectrum used by 5G networks is close to the frequencies employed by these critical safety devices. The FAA requires accurate and reliable radar altimeters to ensure safe flight operations.

Airlines in the US have been at loggerheads with mobile networks over the deployment of 5G and its potential impact on flight safety.

Despite the concerns, both the FAA and the telecoms industry agree that 5G mobile networks and airline travel can coexist safely. In fact, they already do in nearly 40 countries where US airlines operate regularly. The key lies in reducing power levels around airports and fostering cross-industry collaboration prior to deployment.
The FAA has been working to find a solution in the United States, and the additional two-week delay will allow for further assessment and preparation. AT&T and Verizon have also agreed to not operate 5G base stations along runways for six months, similar to restrictions imposed in France.
President Joe Biden hailed the decision to delay as “a significant step in the right direction.” The European Union Aviation Safety Agency and South Korea have also reported no unsafe interference with radio waves since the deployment of 5G in their regions.
As the aviation and telecom industries continue to work together, it is clear that safe coexistence is possible. The delay in 5G deployment is a crucial step towards finding a solution that prioritizes both safety and innovation. With ongoing collaboration and technical assessments, the United States can join the growing list of countries where 5G and airlines coexist without issue.

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From Retail To Transport: How Artificial Intelligence (AI) Is Changing Every Corner Of The Economy

How A.I. Is Changing The Economy

The high profile race to enhance their search products has underscored the importance of artificial intelligence to Google and Microsoft – and the rest of the economy, too. Two of the world’s largest tech companies announced plans for AI-enhanced search this month, ratcheting up a tussle for supremacy in the artificial intelligence space. However, the debut of Google’s new chatbot, Bard, was scuppered when an error appeared, knocking $163bn (£137bn) off the parent company Alphabet’s share price. The stock’s plunge showed how crucial investors think AI could be to Google’s future.

However, the increasing prominence of AI has implications for every corner of the economy. From retail to transport, here’s how AI promises to usher in a wave of change across industries.


Monitoring weather patterns, managing pests and disease, working out the need for extra irrigation, or even which crops to grow where: many farmers believe agriculture is fertile ground for artificial intelligence.

Many food producers are using AI to collect and analyse data in their efforts to improve productivity and profitability.

AI’s capacity for combining and analysing large datasets is already supplying farmers with real-time information on how to improve the health of their crops and increase yields. Drones and in-ground sensors can play a role in observing growing crops and soil conditions across hundreds of acres of land, including checking whether they need more water, fertiliser or herbicide and whether they are being affected by disease or destroyed by animals.

Ali Capper, who grows apples and hops at her family farm on the border of Herefordshire and Worcestershire, has invested in new technology, including automated orchard sprayers, to use alongside the digital soil mapping she has employed since 2017.

Ali Capper inspects the blossom on her apple trees at Stocks Farm in Suckley, Worcestershire
Ali Capper sees AI advantages for the environment. Photograph: Kirsty Wigglesworth/AP

“Many agri-tech innovations will help us to be kinder to the farmed environment as well as more efficient and profitable,” Capper said.

In the face of labour shortages, especially acute since Brexit, farmers have long hoped that advances in robotics – “agribots” – will help to make sure crops get picked on time. A lack of workers led to £60m of food wasted in 2022 alone, according to the National Farmers’ Union.

While four-armed robots, designed for the delicate work of picking soft fruits, are being developed, robots with the dexterity of the human hand, capable of picking at speed without damaging fruit such as raspberries, may be a decade away from widespread use. Nonetheless, automation has already changed some of the most laborious jobs in farming, from drilling seeds to spraying and watering crops.

Media companies have embraced machine learning to boost subscriptions and advertising and to help make decisions about what stories to promote.

News organisations are hiring data scientists on six-figure salaries to pull together data to track customers and guide them towards particular products, while also providing workers with tools to take the grunt work out of finding and writing stories.

Lisa Gibbs, the director of news partnerships at the Associated Press, said in a London School of Economics study that her organisation could “find news faster and break news faster” with the aid of AI.

Media organisations are using data analysts to create targeted content that generates higher subscriptions and advertising revenues.


There are possible AI applications in every corner of the energy industry: from predicting and identifying faults at power plants to using weather forecasts to plan offshore windfarm projects.

With tight margins in a sector where almost 30 companies have gone bust during the energy crisis, retail energy suppliers are expected to increase the use of AI to cut down call times. Chatbots are used to ask basic questions before customers speak to a human adviser.

Ultimately, suppliers envisage AI will play a central role in future “smart grids”, allowing supply and demand to be more closely aligned, with a new generation of devices from smart meters and electric vehicles to solar panels and heat pumps able to improve efficiency. Jobs for engineers, meter readers and supply analysts are most under threat.

AI is also valuable to track carbon emissions. Boston Consulting Group has estimated that applying AI to multinational companies’ sustainability plans could be worth $1.3tn to $2.6tn through additional revenues and cost savings by 2030. Late last year, the government launched a £1.5m programme to study the use of AI to reduce the UK’s carbon emissions.


Manufacturing veterans know all too well how automation can sweep through an industry. In 2019, the UK’s Office for National Statistics said almost two-thirds of metalworking machine operatives were at risk.

An intelligent production base at Great Wall Motors in south-west China.
An intelligent production base at Great Wall Motors in south-west China. Photograph: Xinhua/Rex/Shutterstock

Part of the automation drive is for efficiency. Machine learning algorithms are already being deployed on the burgeoning piles of data produced within big factories for “predictive maintenance” – replacing parts before they fail and potentially requiring fewer technicians.

But the rapid rise of generative artificial intelligence suggests it will not only be people on factory lines who will be affected. Generative AI is already being used to design products much more quickly, test them virtually as a “digital twin”, and manufacture them much more quickly. Combined with innovations such as 3D printing, this could lower development costs dramatically and would require fewer engineers in aerospace, automotive and consumer electronics.

One logical end is something like the Star Trek replicator, a bot that designs and makes whatever its user desires from a text prompt – without human involvement.


Running the country means the government collects vast amounts of personal and business data, all of which could be plugged into artificial intelligence and machine learning systems to improve the efficiency of policymaking and delivery of services. Everything from bin collections, call centres and analysis of data to prioritise spending could be targeted for improvement. However, it is not without challenges and controversy – not least for how algorithms are held to account.

The former head of the civil service, Mark Sedwill, has said greater use of AI and automation will probably lead to a reduction in headcount.

Some councils are building computer models using personal data to help predict child abuse and intervene before it can happen, while Blackpool council is using AI-powered satellite images to help fix potholes.

There is concern in government that AI systems can build in human biases, risking the perpetuation of stereotypes and discrimination. Meanwhile, relying on computer models has stoked fear in the past that some public priorities are overlooked, including investment in the north of England and green projects.

More use of AI could improve efficiency but authorities will need to carefully check its effects. As the postwar US president Harry Truman said: “When you have an efficient government, you have a dictatorship.”


Transport workers have stubbornly held on to their jobs since the first driverless trains were tested on the tube – a development that was met with “Robots take over” headlines six decades ago. However, they are still regarded as most vulnerable in the long term, according to a 2021 report by PwC for the business department forecasting that proportionately the biggest job losses in the next 20 years would come in the transport sector.

Nonetheless, drivers are far from expendable, and are demanding high salaries whether operating HGVs, buses or trains – even as the first autonomous buses are trialled in Scotland and Milton Keynes. Recent dreams of imminent robotaxis have yet to become widespread reality, and Uber says its London drivers earn £34 an hour. Pilotless planes are technically possible, although few might fancy them after Boeing’s software-led 737 Max disasters.

A National Highways van on a motorway.
A National Highways van films passing vehicles to catch those holding a mobile phone or not wearing a seatbelt. The footage is analysed using AI. Photograph: National Highways/PA

Transport for London uses AI to help traffic flow and forecast disruption, while train operators have used simulators or digital twins to check train paths, platforms and timetables. The Rail Safety and Standards Board is working with academics to use machine learning from high-resolution video to tackle leaves on the line. Similar AI and video projects in Australia could teach driverless trains to recognise a green light – or whether the movement on a remote track is an encroaching human or a nearby kangaroo.

But the next iterations of AI could be profoundly political, as the current rail dispute in Great Britain underlines. Network Rail is hoping to shed more than 1,000 jobs, arguing that automation could create a more efficient and safe inspection regime by using data to predict faults.

Financial services

The financial services sector is at greater risk of job losses from AI than other sectors, according to government forecasts, but experts say this is partly a matter of catch-up.

“Other industries have already made these cuts,” said Sarah Kocianski, an independent fintech consultant.

For example, banks and wealth managers will need fewer staff to onboard new clients as they automate more of their customer background checks and will rely more heavily on AI to detect and flag potential fraud and money-laundering risks.

They will also be able to feed new guidelines from regulators into those machine learning programmes, to flag any potential breaches or shortfalls in the company’s systems, rather than relying on humans to conduct an initial review.

But these systems will still require human oversight, not only to build and programme the technology but also to conduct additional checks and sort out more complex problems.

“A critical risk is that firms succumb to the temptation to trust AI to make smarter lending or insurance decisions without understanding the reasoning process, and over-rely on the AI system without properly stress-testing its fitness for purpose,” said Karishma Brahmbhatt, a data and technology lawyer at Allen & Overy.

Alongside booming demand for tech staff to build and monitor AI programmes, firms will be competing for higher-skilled staff who can do forensic work if they suspect fraud or error, or provide bespoke support to customers. “You need more tailored people but you need fewer people,” Kocianski said.


Almost a third of retail jobs could be displaced by technology by 2030 compared with 2017 levels, as automated tills, warehouse robotics and AI-based planning tools affect the UK’s biggest employer.

A robot and delivery drone working in an automatic warehouse.
A robot and delivery drone working in an automated warehouse. Photograph: Scharfsinn/Alamy

The most obvious change to any shopper is the rise in the use of self-checkouts and self-scanning systems in supermarkets in the last five years. Change was supercharged by the pandemic when labour became more expensive and difficult to find while shoppers became wary of interactions with staff.

Analysts at the advisory firm McKinsey have predicted that the number of cashiers could almost halve between 2017 and 2030 as these technologies are rolled out. Bryan Roberts at the industry body IGD said the majority of sales in most UK supermarkets are now rung up on self-scanning or automated tills.

The rise of labour costs has also led non-food retailers to give the technology a go. The Japanese-owned clothing chain Uniqlo introduced a system linked to radio frequency identification tags a few years ago.

The next step is the checkout-free store, led by Amazon Fresh, where cameras and shelf sensors mean that shoppers’ purchases are automatically registered on an app on their phone enabling them to just walk out and pay later.

Technology doesn’t stop at the till. Retailers are experimenting with robotic or AI-powered systems to spot gaps on shelves – with Marks & Spencer trialling a system that uses fixed cameras. Others have experimented with Dalek-type machines that cruise up and down the aisles.

Electronic labels on shelves, so prices can be changed automatically from head office, alongside AI-led technology to guide buying decisions and more robotics to pick and pack products in warehouses will also affect thousands of jobs.

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Ways Small & Medium-Sized Businesses Can Hire Big Tech Talent

In response to mounting financial concerns, tech giants like Amazon, Microsoft, and Alphabet (Google’s parent company) have recently implemented significant staff cuts. This has prompted industry leaders to reevaluate their hiring practices, recognizing the limitations of Big Tech’s ability to weather challenging economic times.

While the tech industry’s overall stability is assured, the combination of a declining economy and a previous surge in hiring has resulted in substantial job losses. However, this situation also presents an opportunity for small businesses and start-ups to tap into a pool of available tech experts.

To capitalize on this unique scenario, small and medium-sized business (SMB) owners must act swiftly to gain a competitive advantage over larger companies and attract highly skilled candidates.

In this article, John Elf, Technology Contributor at ‘Voice of EU’ and Head of Marketing at Vibertron Technologies, provides insights into some simple but effective strategies for attracting talent in a candidate-heavy market.

Small and medium-sized businesses (SMBs) can leverage consulting services to attract the best talent, just like big tech companies do. Here’s how SMBs can make use of consulting services to enhance their talent acquisition efforts:

1. Talent Acquisition Strategy Development: SMBs can engage consulting firms specializing in talent acquisition and HR strategies to help them develop a comprehensive talent acquisition strategy. These consultants can assess the organization’s needs, identify talent gaps, and devise effective recruitment and sourcing strategies tailored to the SMB’s specific industry and requirements. This strategic approach ensures that the SMB is targeting the right candidates and maximizing its resources.

2. Employer Branding and Positioning: Consulting firms experienced in employer branding can assist SMBs in developing a strong employer brand that resonates with their target talent pool. They can help SMBs articulate their unique value proposition, culture, and growth opportunities, ensuring that the organization stands out as an attractive employer. These consultants can also provide guidance on how to effectively communicate the employer brand across various channels to attract the best talent.

3. Recruitment Process Optimization: Recruitment service provider can help SMBs, same as LCEs, optimize their recruitment processes, making them more efficient and effective. Consultants can review and streamline the entire hiring process, from job postings and candidate screening to interview techniques and selection methodologies. By improving the candidate experience and ensuring a smooth and timely process, SMBs can enhance their reputation as an employer of choice.

4. Candidate Sourcing and Evaluation: Consulting firms specializing in talent acquisition can assist SMBs in sourcing and evaluating candidates. They can leverage their networks and resources to identify top talent and conduct thorough assessments, including skill evaluations, cultural fit analysis, and background checks. By leveraging external expertise, SMBs can access a broader candidate pool and make well-informed hiring decisions.

5. Compensation and Benefits Consulting: Attracting and retaining top talent often requires competitive compensation and benefits packages. SMBs can engage consulting firms that specialize in compensation and benefits to ensure their offerings align with industry standards and meet the expectations of high-caliber candidates. These consultants can provide insights into market trends, salary benchmarks, and innovative benefit options, enabling SMBs to remain competitive in talent acquisition.

6. Training and Development Programs: SMBs can leverage consulting services to design and implement training and development programs. These programs not only help attract talent but also contribute to employee retention and growth.

Consultants can identify skill gaps, design customized training modules, and provide guidance on employee development initiatives, ensuring that SMBs create a culture of continuous learning and professional advancement.

By utilizing consulting services in talent acquisition, SMBs can access specialized expertise, best practices, and industry insights that are typically associated with larger companies. This approach enables SMBs to compete for top talent on a more level playing field, enhancing their ability to attract and retain the best candidates.

By John Elf

John Elf is Head of Marketing at Vibertron GYPOTech, and an Honorary Contributor at ‘Voice of EU’. A version of this article has already been published.

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