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Harvey Nash exhibits at annual conference for public sector technology professionals As an exhibitor at Scotland’s largest digital transformation summit, we were thrilled to be part of an event that brought together over 1,200 delegates, 100 exhibitors, and more than 70 speakers. Digital Scotland is the premier gathering for public sector policy and technology leaders, dedicated to enhancing government services through cutting-edge technology. Our Scotland public sector team who attended included Executive Director Graeme McNaull and consultants Craig Ross, Shauna Cavanagh and Luke Thornborrow. This is the second year exhibiting at this conference and the team thoroughly enjoyed attending the variety of speeches and discussions as well as seeing and meeting technology professionals within the public sector. The team have summarised the conference’s whole day agenda below. Event Highlights: Ministerial Keynote: The summit kicked off with a keynote from Kim McAllister, reflecting on the past year's achievements and the strategic direction for the coming year. This set the tone for a day filled with insightful discussions and innovative ideas. International Perspectives: H.E. Mr. Viljar Lubi from the Estonian Government shared valuable insights on building a future digital society in the era of AI, emphasizing the relevance of past successes in shaping future strategies. Addressing Key Challenges: Hayden Edwards from BT Business highlighted Scotland's top digital transformation challenges, including budget constraints, talent acquisition, service improvement, legacy systems, sustainability, and security. “This was a brilliant speech focusing on how Scotland’s public sector’s transformation challenges, which we have seen with many of our existing clients. Hayden spoke about ensuring the right talent can not only be attracted into the public sector but also retained to ensure they can reach their digital transformation goals.” Graeme McNaull, Executive Director, Harvey Nash Public Sector Digital Home Nations Panel: A panel featuring Geoff Huggins, Paul Duffy, and Gina Gill discussed shared experiences and common challenges in delivering best-in-class digital public services across the UK. Geoff Huggins:Emphasised the need to focus on solutions that benefit multiple government services over the medium term rather than solving individual problems urgently. Gina Gill:Highlighted the importance of prioritising the best user experience for citizens to mobilise collective efforts towards better-connected services. Paul Duffy: Noted the impact of leadership gaps on service transformation in Northern Ireland but shared a positive vision with the establishment of a central digital office to drive improvements. Masterclass Sessions: The summit featured parallel masterclass sessions covering a wide range of topics: Connecting Scotland for Good: Alan Lees, Sally Fuller, and Robert Thorburn explored the future of ubiquitous connectivity and its potential to drive innovation and bridge the digital divide in Scotland. Leveraging AI: Jon Palin from Objective Corporation discussed how AI can enhance information governance outcomes within the Scottish public sector, providing practical knowledge on navigating AI complexities. Future-proofing Connectivity: Ewan Ferguson and David Nicoll shared insights on securing Scotland's public sector networks with Zero Trust architectures and Fortinet's SD-WAN solutions. Denmark’s Digital Success: Thomas Rysgaard Christiansen from Netcompany showcased how Denmark's digital transformation journey can inspire and shape Scotland's future. Networking Opportunities: The event provided ample opportunities for networking and collaboration. Attendees engaged in meaningful conversations during the networking breaks, fostering connections that will drive future innovations. Our public sector team thoroughly enjoyed seeing current clients as well as making new connections, hearing how digital transformation is at the core of Scotland’s public sector. “It was great to see a lot of familiar faces at the conference as we have been delivering to Scotland’s public sector for over two decades. It was a great opportunity to speak to delegates about what digital transformation targets they have in the pipeline but also how they will be resourcing these.” Craig Ross, Senior Consultant, Harvey Nash Public Sector Leadership Streams: In the afternoon, leadership streams focused on key areas such as cloud, citizen services, data, digital transformation, and automation. These sessions provided deep dives into specific topics, offering attendees valuable insights and practical strategies. Our team attended the cloud focused session titled- ‘from vision to reality- driving digital transformation and innovation’. The session included Nia Lewis from the Scottish Government who chaired the discussion, Alison McLaughlin from Disclosure Scotland, Isaac Smith from The Scottish Government, Dinesh Kumar Subramani from Amazon Web Services and Ann-Maries Gallacher from NHS 24. It was a great discussion delving into real example of successful digital transformation and innovation across the private and public sector. Ann-Marie Gallacher speaking during this leadership stream session. Closing Remarks: The conference concluded with a session on adapting and changing to keep public services at the forefront of the digital revolution. John-Paul Marks and Sidsel Skovborg emphasised the importance of continuous innovation and adaptation in the public sector. Final Thoughts: Digital Scotland 2024 was an inspiring and informative event, showcasing the latest advancements in GovTech, digital ID, cloud services, payments, AI, IoT, and cybersecurity. As exhibitors, we were proud to be part of the conversation and contribute to the future of digital government services. We look forward to continuing our support Scotland’s public sector and help our clients to deliver world-class digital experiences. Thank you to all the speakers, exhibitors, and delegates who made this event a success. An a massive thank you to FutureScot for organising the whole conference. We look forward to exhibiting next year. If you would like to find out more about the conference please visit Futurescothere or reach out to one of our public sector recruitment consultants here. Harvey Nash Public sector At Harvey Nash, we bring extensive experience in providing a comprehensive range of public sector recruitment services across the UK and Ireland. We understand the critical role that frameworks play in developing strong, formalised, and measurable partnerships with public sector clients. Our expertise ensures that we can guide you through these frameworks, helping you select the most suitable engagement route based on your specific needs. Let us help you navigate the complexities of public sector recruitment to achieve the best outcomes for your organisation. Discover our public sector recruitment here.

London, November 20 2024 – Bev White, CEO of Nash Squared, the leading technology and talent solutions provider, has been again recognised in Staffing Industry Analysts (SIA) Global Power 150 – Women in Staffing 2024 List. Now in its tenth year, this annual list recognises 100 women from the Americas and 50 globally for their exceptional contributions to the staffing industry. This marks Bev’s fourth appearance on the list since joining Nash Squared in 2020. Bev White started her career in technology after obtaining a degree in computer science. She held positions such as CIO and other IT leadership roles at Schlumberger and NTL (now Virgin Media) before transitioning into recruitment and talent management. Following various leadership roles in this sector, she became the CEO of Gi Group in the UK and Ireland. In February 2020, she was appointed CEO of Nash Squared. Bev White said of her inclusion on The Global Power 150 – Women in Staffing list: "I am truly honoured to have been included in this list once more, and for Nash Squared to receive such recognition. Nash Squared holds a unique and influential position worldwide. Through our work, whether helping to connect the best tech talent with organisations or through the tech solutions we deliver to clients - our work profoundly impacts individuals' careers, organisations, and the wider communities we serve. This is a responsibility we embrace with utmost dedication." Find out more about the SIA’s Global Power 150 Women in Staffing listhere.

Becoming a CIO isn't easy. Nor should it be. But for the right person the role of CIO is one of the most valued and rewarding jobs you can have. So, what skills do you need? And what roles should you consider pursuing to get you to the top? This article first appeared on computerweekly.com Skills – it’s all about the business A Chief Information Officer in the fullest sense is someone who sits on the executive committee or board, reports to the CEO, and is responsible for contributing to and implementing the business strategy, through technology. Not all CIOs we come across meet these criteria – some, for example, don’t actually sit on the Exco or board. Our latest Nash SquaredDigital Leadership Reportfound that around 30% do not - the fact they are not Exco roles means that their value is in operational, rather than strategic, matters. It’s the leap to influencing strategy that is where the real transition to executive seniority is made. When it comes to the key attributes of a CIO, it’s really all about qualities and attributes that help the individual contribute to strategic business value through technology: Strategic Vision: The ability to align IT strategy with business objectives, and a vision of how technology can be leveraged to deliver real commercial and competitive advantage. Leadership and Management:Experience in leading large teams and managing complex projects. For this, strong communication skills are a must. Technical Expertise: A solid foundation in IT, including infrastructure, cybersecurity, and emerging technologies. Business Acumen: Understanding of business processes, finance, and how technology impacts the bottom line. Change Management:Experience in leading organisational change, particularly in the context of digital transformation. Eight roles to take you to the top For anyone with their sights on becoming a future CIO, there are a number of senior IT leadership roles that naturally improve an individual’s chances as and when the opportunity arises. Here are four ‘clear and obvious’ IT leadership positions that may provide a route to the technology summit: 1. Chief Technology Officer (CTO) Overview: CTOs focus on the technological strategy and innovation within a company. They lead efforts in technology adoption, product development, and R&D. Relevance: The CTO role is closely related to the CIO, with a focus on external-facing technology, making it a natural pathway to the CIO role, especially in tech-driven companies. To make the jump to CIO: A CTO will be a prime candidate for CIO and it will be a logical, even lateral step in some cases. 2. IT Director/Head of IT Overview: IT Managers or Directors oversee the day-to-day operations of the IT department, including infrastructure management, software development, and IT support services. Relevance: This role builds a deep understanding of the organisation's IT landscape and the ability to manage teams and budgets, which are critical for a CIO. To make the jump CIO: For a Head of IT, becoming a CIO could be the next step up, most likely at a similar organisation in the same sector where they have the experience and knowledge needed. 3. Chief Data Officer (CDO) Overview: CDOs manage data governance, data management, and analytics initiatives. Relevance: In data-driven organisations, managing and leveraging data effectively is key, making the CDO role a strong precursor to the CIO position. To make the jump to CIO: A CDO is more likely to become a CTO next, rather than stepping directly up to CIO (although it could happen). Any data-driven business would naturally be an environment where they could flourish – and potentially take the top role. 4. Head of IT Security/CISO (Chief Information Security Officer) Overview: The CISO is responsible for the security of the organization's information systems and data. Relevance: With the increasing importance of cybersecurity, experience in this area is becoming more valuable for aspiring CIOs. To make the jump to CIO: It’s unlikely for a CISO to become CIO as their next role – they need to hold a senior position with a broader strategic remit first. But that deep knowledge of security could be a great positive for them further down the track. Other high-potential roles There are other positions too that are a little less senior and may come earlier in an individual’s career, which in my experience can be high-potential development roles towards the top. 5. Director of Digital Transformation/Innovation Overview: This is in itself a fairly senior role that focuses on driving digital transformation initiatives within the organisation, including the adoption of new technologies and digital processes. Relevance: Leading digital transformation efforts helps build the strategic vision needed for a CIO role. To make the jump to CIO: Transformation is a great grounding because it brings in so many aspects of systems, IT and business performance. It may just be a case of the individual broadening their experience where they can and looking for an organisation with a CIO vacancy that has also undergone a transformation. 6. IT Program/Project Manager Overview: These professionals manage large-scale IT projects, ensuring they are delivered on time, within budget, and meet business requirements. Relevance: Project management experience is valuable for a CIO, who needs to oversee multiple large initiatives and ensure alignment with business goals. To make the jump to CIO: The path to CIO is likely to involve the individual building their career up through the transformation/programme management route to director level, gaining more years of experience, and then looking out for a suitable opportunity. 7. Enterprise Architect Overview: Enterprise Architects design and implement the IT infrastructure and systems that support the organisation's business strategy. Relevance: This role requires strategic thinking and a comprehensive understanding of both business and technology, key skills for a CIO. To make the jump to CIO: The most likely route for a technical expert like an Enterprise Architect is to move up through the technical side, setting their sights on becoming a CTO. From there, a CIO role could follow. 8. Office of the CIO Overview: Office of the CIO acts as a liaison between the IT department and other business units, ensuring that IT services align with business needs. Relevance: This role builds the ability to bridge the gap between technology and business, a crucial skill for a CIO. To make the jump to CIO: These teams are already well engaged with the role of CIO and the business, and for the right person it could be a natural step to the CIO role itself further down the line. A more open field Our research at Harvey Nash shows that routes into technology are changing - more people are coming into it from non-technical backgrounds, and many don’t have a university degree, entering in other ways including through apprenticeships and self-learning. The field is opening up and there is more flexibility in career paths. A love of technology, a drive and determination to succeed, and the ability to inspire and motivate people and teams are the pre-requisites. So, if you aspire to become a CIO, take heart that there are multiple different routes through which this could happen. Yes, you’ll need to work hard and build a track record of success – and it may also be worth thinking about additional qualifications like an MBA or relevant certifications (e.g. ITIL, PMP, CISM) – but the ways in which you could fulfil your dream are growing in number as the modern business and IT landscape continues to evolve. About the author: Helen Fleming With nearly two decades of experience within recruitment and technology,Helenis the Executive Director of our Search and Specialisms solution at Harvey Nash, and is responsible for managing our technology specialisms and C-suite community from both a candidate and client perspective. To find out more about Helen, view her profilehere. Or if you would like to get in touch about technology roles and hiring, pleaseget in touch here.

London, October 24 2024 - Bev White, CEO of the leading global technology and talent solutions provider Nash Squared, has been recognised in the Staffing Industry Analysts (SIA) Staffing 100 Europe list. The list, which comprises of C-suite executives, tech specialists, lawyers and operations experts, celebrates those that have guided their organisations and the staffing industry through turbulent times with an eye on the future. Bev White joined Nash Squared in February 2020 and has seen the business through the covid pandemic and economic downturn. In the last 12 months in particular, Bev has led the organisation’s work with the UK government to promote theDigital Support Services T Levelas well as driving the use of artificial intelligence, with investments that will benefit the business both now and in the future. Bev White said of her inclusion in the Staffing 100 Europe list: "To be included in these lists is affirmation to me that Nash Squared and the people that are part of it are making a big difference to the industry. The staffing industry changes lives, and it makes me very proud that we do this on a daily basis. It’s something that we take very seriously." Find out more about SIA’s Staffing 100 Europe list:https://www.staffingindustry.com/lists/staffing-100-europe/2024-staffing-100-europe

With a new Labour government in place in the UK, Nash Squared CEO, Bev White, looks at the importance of digital skills and how they are nurtured. This article first appeared oncomputing.com. It is easy to say the tech sector is important for the UK economy – it’s a statement few people would disagree with. The real challenge for the new Labour administration, as it gets its teeth into implementing new policies, is that to have a thriving tech sector, the UK needs a thriving digitally skilled workforce. Skills shortages have long been a feature of the technology industry, both in the UK and globally. Our Nash SquaredDigital Leadership Report, which has been running for 25 years, routinely reports significant skills challenges that technology leaders say are holding them back. This spiked in the wake of the pandemic which created a massive need for digital skills. It has fallen back somewhat since - but still, in the 2023 survey 54% of digital leaders said that skills shortages were preventing their organisation from keeping up with the pace of change. Digital skills aren’t only needed for specialist technology roles in the IT sector - they permeate almost every level of employment. Whenunveiling its digital strategy in 2022, the previous government observed that 80% of all jobs advertised in the UK require digital skills. Estimates suggest that the digital skills gap costs the UK economy as much as £63 billion in lost GDP. Building on success including AI So where should this new UK government focus its efforts? Firstly, it’s crucial that technology doesn’t become an area for ‘party politics’ with the government undoing or changing things simply because the current policy came from a party of a different colour. Where policy is good and proving successful, it should be maintained and built on. One primary example of this is around the technology of the moment - AI. The previous government secured a real coup in holding its AI summit at Bletchley Park, which was attended by political and industry leaders from around the world. This established the UK on the world stage and gave us the potential to take a leadership position in terms of AI policy, security and governance. Indeed, the UK has already become a strong hub for AI - home to a third of Europe’s AI start-ups, twice as many as any other European countryaccording to the Department for Business and Trade (DBT). The UK now has a staggering 1,300 AI companies with a collective turnover of almost £1.47 billion. Clearly, it should be a priority for the new government to continue this momentum and support AI development across the UK. This can be a game changer and wealth/employment creator long into the future. Education and diversity of talent AI is already here - but the talent of tomorrow is still growing up and moving through our education system. The key point here is that technology should be presented and talked about in line with what it actually is - a truly exciting, intrinsically relevant area that feeds into every aspect of business and society. It should attract young minds from all backgrounds, demographics and types - to create a truly diverse and inclusive talent pool. However, this diversity is something that the industry also struggles with. The proportion of women in technology remains frustratingly low - just 14% of technology leaders and only around a quarter of the workforce as a whole in our latestDigital Leadership Report. Representation from those from ethnic minority backgrounds also seriously lags, at only around 25%. We have to change this - otherwise the talent pool will be too restricted to provide businesses with the flow and throughput they need. A diverse workforce can bring so many benefits - as seen at Bletchley Park itself where, in 1945, fully three-quarters of the workforce were women. Diversity is part of our heritage and this is something we need to remember! GCSEs and T Levels An example of where things are not working is the Computer Science GCSE. This used to be called ICT but the name and the syllabus were overhauled a few years ago.A study by King’s College, Londonfound that whereas 43% of those taking the ICT GCSE in 2015 were girls, there had been a “stark decline” to just 21% taking Computer Science in 2023 - with King’s concluding that this was because the syllabus had become narrower and more technical in scope. We have to find ways of boosting diversity across all its forms. The way we talk about technology is crucial to attracting the talent we need - so let’s keep bringing out the dynamic, real-world applications of technology in everything around us and show young people that the opportunities are vast, whatever their individual strengths and skillsets. This is something I was delighted to be able to expand on when I was invited to speak at the Women and Work All-Party Parliamentary Group (APPG) last year. One educational development from the previous government that commendably moved in the other direction, making technology more accessible, was the creation of T Levels including several in STEM and technology related areas. We are big supporters of T Levels at Nash Squared, and inputted to thinking around cyber security for one of the T Level modules. T Levels are more practical in their focus than A Levels and include an industry work placement. They are a great innovation, but they have struggled in some instances to attract industry placements (a key feature of the course) and in the case of digital focused T Levels (Digital Business Services, and Digital Support Services) the proportion of girls being awarded their qualification in 2023/24 was similar to the proportion of girls already working in technology. In short, T Levels are not moving the gender diversity needle. As a result, a priority for the new government should be to build on the excellent foundations that have been laid and look for ways for making T Levels even more effective. Apprenticeships, training and upskilling Diverse routes into technology are another key aspect, widening other pathways alongside the traditional university route. Apprenticeships and training programmes are an important part of this - and yet as most acknowledge, the existing Apprenticeships Levy system is not working as well as it could. Large amounts of the levy are returned to the Treasury each year unused. I therefore welcome the new government’s proposal to widen the levy into a new Skills and Growth Levy that would give businesses more flexibility in the programmes they invest in. However, the devil will be in the detail. It will be up to the government to design any new scheme wisely to ensure maximum take-up. We also need to see adequate funding for later career training and upskilling (such as digital bootcamps) aimed at groups like mature returners to the workforce (parents, carers) and those simply looking to branch out in a new direction. There is lots for the new government to aim at. In an arena as fast-moving as technology, there is no time to stand still. I hope that the government will move forward at pace to keep building our position in the technology of the future. As businesses, we also have a responsibility to engage and participate - so I call on business leaders to get involved and play their full part.

Our CEO, Bev White, talks to Olympic silver medallist diver Leon Taylor about the parallels in sport and business. This article first appeared onComputerWeekly.com. Right now, over 10,000 athletes are taking part in the world’s greatest sporting event. Whether running, swimming, jumping, or – and heaven knows how they do this – backflipping, the Olympics represents the absolute pinnacle of human physical achievement. Parallels are often drawn between elite sport and the world of business. There is no doubt there are differences – for instance, if every person in my own company, Nash Squared, were a budding 100m sprinter with dreams of gold, we’d get one thing done really well, and then fall apart as the thousand other things that need to be done are left by the wayside! But that said, there are similarities - to take people with raw talent and raise their game (literally, in this case) is surely something that every business leader aspires to for their team. The Olympic motto - “Faster, Higher, Stronger - Together” - could apply equally to the business environment as to the sporting arena. Three learnings to lead a high-performance team It’s something I’ve been reflecting on recently - and this included the opportunity to talk to Leon Taylor who won a silver medal in 10m diving at the 2004 Athens Olympics. Since then, as well as being the “voice of diving” on the BBC, Leon has become a mentor to other athletes and an executive coach. From our conversation and my own thinking, three points stand out: 1. “Love, not fear” in a culture of continuous improvement and coaching.One of the biggest parallels between business and sport is that if you don’t continually improve you will effectively move backwards as the competition raises its game. Often, this improvement is about small things - the concept of marginal gains or what Leon termed as “precise interventions” that add up to make a decisive difference. Hand in hand with this, you can’t have continuous improvement without someone offering feedback, insight and advice, whether that’s a line manager, mentor or coach. Here, Leon made an interesting point.What sport does really well is give feedback on the performance - not the person. It’s essential that feedback is not taken personally, as a criticism or affront. “In sport, performance feedback nudges more to love than fear,” Leon said. “It’s not personal, it’s designed to help the individual unlock their potential and do better. You’ve got to avoid that fear factor or sense of failure.” We can learn from this in business. Often, people shy away from feedback because they are nervous about what they might hear; while if a manager suggests someone gets a mentor, the reaction can be “Why, what have I done wrong?” Instead, we should embrace the mentoring culture and use it to point up opportunity, not threat. Harnessed well, it can truly be transformational. 2. Success starts in the mind.You can’t perform well in anything, physical or intellectual, if your mental balance isn’t right. This means adopting a positive mindset, visualising success, clearing away self-doubt and barriers - and it also means looking after mental wellbeing. Anyone can get overwhelmed in our always-on world. Leaders and managers, in fact, have a duty to look after themselves - because otherwise, how can they properly lead and mentor others in their teams who rely on them? As Leon said: “The effects of stress and poor mental health are usually very trackable. It starts as feeling worn out and can quickly move to being burnt out. I’m encouraged that more leading athletes and also business leaders are speaking out about it. Making space for mental wellbeing opens the door to better performance.” 3. Highest performance comes when team and individual are in balance.Most Olympic events are individual competitions - but no athlete could succeed without the team around them. UK athletes compete as Team GB which has developed its own set of values and identity. As Leon observed: “On the back of my Athens medal is a lot of text in Greek - but really it should be a list of names of everyone that helped me get there: my coach, my team mates, physio, nutritionist, and many more. High performance depends on both support and challenge from others.” In the business environment, the challenge is to keep the team and individual in balance. You need to ensure there is a strong sense of team, with everyone understanding the big picture and the collective end goal, how they fit into it, and how they can help and be helped in achieving it. But within that team ethic, you need to give individuals the latitude to perform and excel according to their own strengths. It is a difficult balance to get right, but can be crucial to success. Three personal tips for leaders Business leaders need to enable their team members to excel - but this hinges as much on them as the people they manage. I would encourage leaders to reflect personally on three things: It’s your responsibility how you show up. Your own attitude makes a huge difference and rubs off on others. Be the change you want to see and it will have an amplified effect. Your words are important - your behaviours even more so. Think about your actions and what example you’re setting through them. These speak more powerfully than anything you say. For example, you may talk a lot about the importance of work/life balance - so do you need to send that email at 10pm or can it just as well go in the morning? Give people the tools they need to fly. Or dive, run, jump, throw… As a leader, one of the most important roles you have is to make sure people are equipped to do the job they’re there to do. Give them the right tools, the support they need, and the feedback to get better - and you will be amazed how well people perform. Watching these Paris Olympics, I am sure we will all be moved and inspired. Think about how to translate that into the everyday at work - we can’t all be Olympians, but we can all aspire to perform at a higher level than we’ve ever reached before.

Bev White, Nash Squared CEO, looks at the impact of budget constraints on diversity in the tech sector. This article first appeared onComputerWeekly.com. Poor levels of diversity have long been an issue in the technology sector, especially around gender – but I am concerned that the situation could become even worse at a critical time. The industry needs to renew its focus on raising levels of diversity and inclusion as a matter of urgency, something made all the more important given the development and rollout of AI into countless systems and processes used across business and society. In recent times, both Google and Meta havereportedly downsized programmesthat fell under DEI, while budgets and investment for many different diversity initiatives in tech and STEMhave come under threat. That may partly have been in alignment with a general lowering of budgets to meet market conditions – but DEI is not an optional extra; I would urge businesses to protect them. It was also a setback to the DEI agenda when the UK’sTech Talent Charter(TTC) initiative, that was dedicated to helping raise levels of diversity across tech, closed in June. The TTC cited “shifting priorities and operational pressures threatening the progress of DEI initiatives across the industry.” It was a sad – even shocking – moment that has been much-discussed in the industry. View from the talent base But amidst all these shifts, what are the views on DEI from the talent base itself? Findings from our 2024Harvey Nash Global Tech Talent & Salary Report, launched today and based on input from 2,700 professionals across 44 countries, provides some timely, up-close insights. Overall, we find that most tech professionals (83%) believe their organisation is doing enough to promote diversity. But if budgets and initiatives are cut, this may not remain the case for much longer. The report highlights that tech professionals are already more ambivalent when delving deeper and asking about specific groups and characteristics. Only 52% agree that enough is being done to promote female participation. And gender is the ‘strongest’ category – responses become more mixed against other characteristics, with only 36% agreeing enough is being done around neurodiversity and 38% on disability. LGBTQ+ fares only a little better (42%). In terms of solutions, mentoring programmes specifically aimed at diversity are seen as having the biggest positive impact, closely followed by more inclusive hiring processes. These are not new and may not require huge investment at a time when budgets are constrained – just clear focus and committed action. These findings show that there is a lot more to do to keep moving the dial. The time for talk about DEI is long past – now is the time for action. We can’t afford to let things slide further. DEI: a very human question I know how much diversity and inclusion matters to individuals working in tech. Although I genuinely believe we are making good progress within the Nash Squared Group, I nevertheless frequently receive messages from members of staff relating to the topic. Two things really matter to people: Are there people like me in positions of leadership in the business I work for? Have I got the flexibility I need to bring the best of myself to work and be who I really am? The first question relates to diversity, while the second is more a matter of inclusion. It’s concerning on the inclusion point that some Big Tech firms are pushing hard on an agenda to bring everyone back to the office full-time. Yes, physical colocation helps creativity and collaboration – but at what cost, if pushed too far and too hard? The burning platform of AI What makes all of this even more urgent is the accelerating rollout of AI. We all know that AI algorithms can be used in negative ways, to create deepfakes, spread misinformation and manipulate thinking on social media. With AI becoming integrated not only into social media, but search engines, apps, content generators like ChatGPT and Bard, and numerous IT systems and data analytical tools used by businesses and institutions, bias in the algorithms is a huge risk. It’s essential that there is diversity amongst the developers working on AI because when you’re building tools that help us to interpret the world, you have to have a balanced view. Failure to ensure this could have far-reaching and even dangerous consequences. Part of the solution to the ‘safe’ development of AI is governance and regulation; but without doubt, another part of it is to have diverse teams working on its creation. Reinstalling DEI as a key strategic priority For that reason, but also because it is needed and right anyway, I call on the tech industry (and also policymakers) to put DEI back at the centre of strategy and redouble efforts to attract, retain and support diverse talent all the way through the industry. The longer we fall short on this, the greater the potential harm in the real world could be. There is no time to lose to restore DEI where it belongs – and so much to gain if we succeed in building and maintaining diverse and balanced teams. About the author Bev White is the CEO of the leading global talent and technology solutions provider Nash Squared. She stands as our visionary leader, renowned for her strategic prowess and transformative contributions to technology solutions.

We were delighted to host digital leaders from across Leeds during this year's Leeds Digital Festival, as we premiered our last Tech Flix film, “AI & Robotics: A Near Future You’re Not Prepared For”, followed by an insightful panel discussion lead by Director of Technology & Solutions at NashTech, George Lynch. Our incredible panel included: Lisa Johnson, VP of Starship Technologies Adam Roney, Founder & CEO of Calls9 Crispin Read, Found & CEO of Coders Guild Marcus Hunter, CTO of Evri The event was jam-packed with discussions on the future of technology, AI, regulations and self-driving robots, among so much more. Lucky for us, we were able to pick George’s brain about the event and have a full break-down of the event. Leeds Digital Festival through the eyes of George Lynch I was charged with ‘looking after’ our panel members who represented a range of local and international organisations and managed to grab a few minutes with them as we waited for the film to start. It was amazing to see how all the leaders provided so much insight which spanned across so many different sectors and areas within technology, robotics and AI. Having then invited our guests to join us in the theatre we viewed the short but compelling Tech Flix documentary, “AI & Robotics: A Near Future You're Not Prepared For” presented by David Savage, Technology Evangelist at Nash Squared. I first viewed the documentary at the National Robotarium in Edinburgh a few months ago and it was amazing how even in that short period of time things have moved on again… The documentary seeks to focus on the practical application of AI & Robotics in business and society discussing a variety of important topics like policy & regulation, education and skills for the future. Inevitability though the documentary does explore some areas where the answer is unknowable i.e. as “overall productivity increases but individual productivity reduces” what impact will this have on the global economy? The panel provided insightful and challenging answers to the questions I posed. Everything from data governance & self-regulation to commercialisation of AI and the impact of talent. I was left with a sense of cautious optimism. The panel and all our guests viewed the documentary as both a challenge and a call to action… and it’s the word “action” that is most important to me. Key takeaways from our panelists Lisa Johnson, VP of Corporate Communications and Public Affairs for Starship Technologies not only talked eloquently about the legal and regulatory challenges facing robotics and AI they also just happened to have one of Starships autonomous self-driving robots for all to see. “Be an ambassador for AI & Robotics and talk positively about it. Fundamentally, politicians need to do more around regulation." Adam Rooney, CEO and Founder of Calls9, gave his views on how digital leaders can create policies for responsible AI that foster innovation rather than act as a barrier. "SME's need to understand more. Do not wait for the government or anyone else to tell you that this is important, it's important now!" Crispin Read, CEO & Founder, of the Coder’s Guild had already attended a few Leeds Digital Festival events. Crispin’s unique perspective on education and awareness of all things Robotics and AI was very much appreciated as we wrestled with the role of software engineers in the medium to long term. "Progress is a shared responsibility. Economic and social sustainability is the goal." Finally, I managed to spend some time withMarcus Hunter, CTO of Evri, who was able to share how Evri has already created an AI policy and framework to ensure AI is not perceived as a threat but rather a business enabler. "It's a playground out there! Play, but play responsibly and sustainably." Conclusion As digital leaders, we need to act now so that our organisations can take advantage of recent breakthroughs in AI & Robotics whilst exerting our influence on policy makers, governments & big tech to make sure we embed ethics and good practice in everything we do. It’s worth calling out the National Robotarium which provided a fusion of academia and industry allowing SMEs to innovate and adopt a “fail fast” approach to product development. The telltale sign of a great event is the number of guests who linger to discuss the big topics raised by the film and panel discussion. Needless to say, the discussions at the Everyman Theatre went on late into the evening. For more informationabout this event, please contactCharlie DeaconatCharlie.Deacon@harveynash.com If you’re interested in finding out more about how Harvey Nash can support your hiring needs,please contact us here. About the author George Lynchis the Director of Technology & Solutions atNashTech, our sister brand as part of the Nash Squared business. With over two decades of experience in the tech world, George has a real passion and understanding of technology, and how business can use it to their advantage.

Rhona Carmichael, Chief Commercial Officer at Nash Squared and Adam Harper, Software Development Recruitment Consultant at Harvey Nash look at what can be done to support neurodivergent employees. This article first appeared oncomputerweekly.com. Do we all read and understand this sentence (or is it a question) in the same way? The evidence suggests that we don’t; we all process information in our own individual manner according to how our brains are wired - and for some people, that may be very different. It is estimated that 15% of the UK population is neurodivergent, although the true figure may be much higher. Neurodivergence is complex and still not fully understood, encompassing a wide range of conditions such as ADHD, autism, dyslexia, dyspraxia, dyscalculia and Tourette syndrome, and affects each individual in different ways. The 15% figure is almost certainly an underestimate because that represents people with a formal or self-declared neurodivergence diagnosis - and there are likely to be many more who haven’t had their condition formally diagnosed and/or don’t wish to declare it. To further illustrate this point, in the tech sectora study by Tech Talent Charterfound that employers put the percentage of neurodivergent tech staff at just 3% - but when asked themselves as part of the same study, 53% of workers identified as neurodivergent. A blocker to employment and careers What is very clear is that neurodivergence creates a barrier to work. The government-commissionedBuckland Review of Autism Employment, for example, cited the fact that only 30% of people of working age with autism are in employment. Many of those are under-employed, i.e. performing tasks they are over-qualified or over-skilled for. This is despite the fact that those with neurodivergent conditions have valuable skills, abilities and strengths that can make a huge contribution to a team. These vary of course from individual to individual, but analytical abilities, pattern recognition and problem solving are common attributes. One of the key challenges is to change perspectives on neurodiversity - employing neurodivergent people is not a ‘charitable’ act, it’s actually a way of accessing talent, skills and diverse thinking which supports innovation. An example of this is the consultancy firm EY who have created23 Neurodiverse Centres of Excellence around the world. These have a 92% retention rate, with EY seeing an estimated $1bn+ of value creation from its neurodivergent talent. Affecting such a significant proportion of people, any employer striving to create an inclusive workplace simply has to have neurodivergence on the agenda. But the fact is that, compared to other diversity characteristics, relatively little attention has been paid to it historically. Deepening our understanding It is encouraging, though, that this has started to change in recent years with a growing body of research into neurodivergence and more employers looking to understand it and investigate what they can do to support neurodivergent talent and create a truly neuro-inclusive workplace. This is a journey that we have embarked on ourselves at Nash Squared, with neurodivergence becoming a focus for our disability-related Employee Resource Group (we have a number of ERGs made up of staff from all levels across the Group who come together to discuss and make recommendations to leadership about a range of key diversity and inclusion related areas). Because neurodivergence is such a complex phenomenon, we are consciously taking a detailed and methodical approach. It would be relatively straightforward to publish a handful of guidelines and policies, disseminate them to relevant staff and then ‘tick the box’ and move on - but we want to do the subject justice and produce guidance that can really make a difference. We are in the process of creating a detailed guide to neurodivergence which has included interviews with academics, researchers and policy experts. We are also speaking to employers with learnings and useful case studies to share, and to a range of neurodivergent individuals themselves about their experiences, insights and thoughts. We will be publishing the guide later this year, but are very happy to share our experience and insights before then. Do get in touch if you would like to discuss. Holistic approaches and the importance of micro-changes Whilst our work has a way to go, some key principles are already becoming clear. Firstly, neurodivergence must be addressed and supported across the entire work and employment lifecycle because it can be an issue or barrier at every stage - from job advertisement/application stage, to the interview process, on-boarding, and then ongoing retention and day-to-day work experience. Secondly, it is often the case that small micro-changes can make a big difference. These may be very simple and also free or inexpensive to implement. The Buckland Review found that some 68% of employers were concerned about the cost of making reasonable adjustments for autistic staff - but that is a misconception. Little things, that frequently may just not have occurred to employers, can significantly improve the lived experience of the neurodivergent community. As an example, a couple of years ago Nash Squared helped a large government organisation who had decided to conduct an audit of their neurodivergent policies and practices. They were confident that they had a generally positive neuro-inclusive stance - but the review unearthed some 82 micro-changes that could usefully be introduced. Practical changes in action What sort of thing do we have in mind? Here are some quick examples across key employment stages: Job advertisements- Consider the language you use. If you talk about ‘essential’ skills or experience, do you really mean it? Many neurodivergent individuals may take that literally - and won’t apply if they don’t have every single skill/experience listed. Application process- Often, employers include a sentence right at the end inviting candidates to let them know if there are any reasonable adjustments they need. Consider including that more prominently so it doesn’t come across as an afterthought. Instead of asking whether any reasonable adjustments are needed, list the adjustments you can cater for and ask candidates to indicate which ones apply. Interviews- Neurodivergent individuals may find the process of travelling in for an interview and waiting for it to start stressful. Consider making a quiet room available where candidates can wait and compose themselves. Make assistive technologies available to help those that need it if there is a formal task. Don’t judge candidates on any ‘small talk’ at the beginning or end of the interview if that’s not a skill required for the job. Increasing numbers of organisations are also experimenting with letting candidates know the interview questions in advance, where quick thinking/reaction is not a pre-requisite for the role. This levels the playing field and puts the focus on the actual substance of people’s answers, not how slick their responses are. Workplace- Think about your office space and how it may work (or not work) for neurodivergent individuals where sensory overload can be an issue. Parts of the NHS, for example, have created a sensory environment checklist to help assess the workplace and make changes if necessary - do the lights flicker, are they too bright, is there distracting wallpaper, could more quiet space be created, etc? Empower line managers to discuss any needs with members of their team - simple things like noise-cancelling headphones can make a big difference. In some cases, think about involving an occupational health professional to discuss needs and make recommendations. Flexible working arrangements can be important too, helping individuals manage their workloads, travel times and stress levels. Generally, solutions are likely to be low-cost and can be transformative. Stepping up Neurodivergence is a big field and there is still a lot we don’t fully understand. But without doubt, the time has come for employers to step up and do more. It’s a community that has a whole array of skills to offer and a huge contribution to make - it’s in everyone’s interests to find solutions that untap the potential and create a richer community of work.