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New AI Energy Council holds first round of talks on delivering the power which will drive the UK's AI ambitions. Technology and Energy Secretaries chair first round of talks on driving forward power and AI goals - central to delivering growth, jobs and opportunity through government's Plan for Change. Energy representatives such as NESO, EDF, Scottish Power, Ofgem, and National Grid to join tech heavyweights Microsoft, ARM, Google and Amazon in sharing expert insights. Industry heavyweights from the energy and technology sectors will descend on Whitehall today (8th April) for the first meeting of the UK’s new AI Energy Council. Co-chaired by the Technology and Energy Secretaries, today’s inaugural meeting will see members agree the council’s objectives with a key aim focused on how the government’s clean energy superpower mission, and its commitment to advancing AI and compute infrastructure, can work together to deliver economic growth. It’s expected the Council will also look at clean energy, like renewables and nuclear - advising on improving energy efficiency and sustainability in AI and data centre infrastructure, such as the use of water. The council will also take steps to ensure the secure adoption of AI across the UK’s energy network itself. Unveiled in January as part of the government’s response to the AI Opportunities Action Plan, the Council will bring together expert insights on the energy demands of AI, as the UK puts the technology front and centre of its plans to drive economic growth and deliver its Plan for Change. Concerns over the energy demands needed to power AI data centres is an issue faced by countries the world over. One of the ways the UK is already rising to meet this challenge is by focussing its new AI Growth Zones – dedicated hotbeds of AI development - in areas which can access at least 500MW of power. Representing the equivalent of enough energy to power roughly two million homes, this will help to spark significant private investment from companies looking to set up shop in Britain - creating local jobs which will put more money in people’s pockets. Secretary of State for Science, Innovation, and Technology, Peter Kyle said: “The work of the AI Energy Council will ensure we aren’t just powering our AI needs to deliver new waves of opportunity in all parts of the country, but can do so in a way which is responsible and sustainable. “This requires a broad range of expertise from industry and regulators as we fire up the UK’s economic engine to make it fit for the age of AI – meaning we can deliver the growth which is the beating heart of our Plan for Change.” Secretary of State for Energy Security and Net Zero, Ed Miliband said: “We are making the UK a clean energy superpower, building the homegrown energy this country needs to protect consumers and businesses, and drive economic growth, as part of our Plan for Change. “AI can play an important role in building a new era of clean electricity for our country and as we unlock AI’s potential, this Council will help secure a sustainable scale up to benefit businesses and communities across the UK.” The UK Government has also been working closely with both Ofgem and the National Energy System Operator to deliver fundamental reforms to the UK’s connections process. Subject to final signoffs from Ofgem, this could release more than 400GW of capacity from the connection queue - accelerating projects vital to economic growth such as the delivery of new large scale AI data centres. Joining the council are 14 organisations – including regulators and companies drawn from the energy and tech sectors - who will support its work by sharing expert insights. Among these organisations are: EDF, Ofgem, NESO, Scottish Power, National Grid, Google, Microsoft, Amazon Web Services, and chip designer ARM, and infrastructure investment firm Brookfield. This collaborative approach which brings together the energy and technology sectors will make sure there is join up across the board to speed up energy projects getting connected to the grid – especially with a growing pipeline of tech companies announcing plans to build datacentres across the UK. Alison Kay, Vice President, UK and Ireland, at Amazon Web Services (AWS), said: “At Amazon, we’re working to meet the future energy needs of our customers, while remaining committed to powering our operations in a more sustainable way, and progressing toward our Climate Pledge commitment to become net-zero carbon by 2040. “As the world's largest corporate purchaser of renewable energy for the fifth year in a row, we share the government’s goal to ensure the UK has sufficient access to carbon-free energy to support its AI ambitions and to help drive economic growth.” Jonathan Brearley, CEO of Ofgem, said: “AI will play an increasingly important role in transforming our energy system to be cleaner, more efficient, and more cost-effective for consumers, but only if used in a fair, secure, sustainable and safe way. “Working alongside other members of this Council, Ofgem will ensure AI implementation puts consumer interests first – from customer service to infrastructure planning and operation – so that everyone feels the benefits of this technological innovation in energy.” As part of our Clean Power Action Plan, the government is getting more homegrown clean power connected to the grid by building the necessary infrastructure, prioritising the projects needed for 2030 to connect as much clean power as possible. We will clean up the grid connection queue, meaning crucial infrastructure from housing to gigafactories and data centres can get a connection to the grid, helping to unlock billions of investment and grow the economy. Bolstered by accelerated planning approvals which will mean spades in the ground at a fraction of the time it currently takes, AI innovators will be able to call on cutting-edge infrastructure and ready access to power to drive forward the next wave of AI opportunity. ENDS. Further Information Attendees to the first meeting of the AI Energy Council will include representatives of: Ofgem NESO Energy Networks Association Nuclear Industry Association ScottishPower National Grid EDF Google Microsoft Amazon Web Services Equinix Brookfield ARM ARIA. The council will meet on a quarterly basis, with the next meeting scheduled for this summer.

Tailored Talent Solutions to Deliver Lancaster University Digital Transformation Strategy Lancaster University required support filling key vacancies across multiple IT disciplines at a critical phase of their strategic transformation. The University selected Harvey Nash as their exclusive recruitment partner to support the campaign, providing recruitment, consultancy, and market insight. Objectives Lancaster University needed technical resources and expert consultancy to help enable them to successfully implement their largest and most ambitious digital transformations. Their strategy aimed to revolutionise the institution's digital infrastructure, streamline administrative processes through the adoption of AI and automation, enhance learning experiences, and elevate the overall efficiency and innovation within the university environment. Challenges The University faced challenges in staying competitive in an ever-evolving and highly competitive sector, enhancing recruitment processes to attract top talent, and addressing location-related constraints and hybrid working. Solutions Harvey Nash provided a bespoke campaign talent solution for Lancaster University, building strong relationships with hiring managers and carefully profiling roles to ensure market suitability. We streamlined processes to significantly reduce time-to-hire and supported salary grading and benchmarking. Beyond recruitment, we offered expert guidance on operating models, enhanced their employer value propositions (EVP), provided targeted marketing support including a dedicated landing page, and helped navigate Higher Education legislation and frameworks. “Phil and the team at Harvey Nash delivered outstanding support for our University’s IT recruitment campaign, successfully addressing critical challenges of location and market. Recruiting for a higher education institution requires a nuanced understanding of the academic environment and its unique demands, and Harvey Nash exceeded our expectations. In addition to achieving impressive results, Phil and the team worked closely with us to enhance and refine our recruitment processes in line with University recruitment guidelines. By leveraging data-driven insights and modern recruitment technologies, they significantly improved our ability to attract and assess top-tier talent across IT leadership, architecture, and support roles. I would recommend Phil and the team at Harvey Nash to any organisation seeking IT recruitment support, particularly within the higher education sector." Naomi Stewart, IT Resources Manager, Lancaster University The Results Local Recruitment Experts – With our experience of the local area and the sector, we identified candidates from Lancaster and its surrounding areas to deliver highly skilled talent that were both qualified and conveniently located to meet its specific needs. Strategic Partnership – Our exclusive collaboration with Lancaster University enabled Harvey Nash to deeply understand its needs. This insight led to bespoke recruitment strategies and strengthened candidate-manager relationships, playing a pivotal role in driving the successful progression of the Digital Transformation Programme. EVP and Marketing Support – Harvey Nash provided tailored Employer Value Proposition (EVP) advisory and marketing support to the University, including a dedicated landing page. This helped to attract top-tier talent by effectively showcasing its unique strengths and opportunities and providing an exceptional candidate experience. This strategic assistance enhanced the University's brand visibility and appeal, positioning it as an employer of choice within a competitive market. Speed to Hire – We significantly enhanced the University's speed to hire by streamlining recruitment processes and implementing efficient strategies. This ensured roles were filled quickly with the right talent, reducing downtime and enabling the University to maintain momentum in achieving its objectives.

The cloud and it's offering is vast, with its main aim to give organisations the ability to deliver resources and services publicly, privately or in an hybrid environment. Whether it's hosting your data, sharing resources internally with different teams, or streaming your favourite series, these clouds are maintained by a variety of technical professionals. Cloud professionals have developed their skillset over many years working in infrastructure and development, demonstrating highly technical skills and certifications. With 70% of digital leaders reporting Cloud generated the most ROI over the last 3 years, due to the ability it gives them to be more agile and responsive- more organisations are recognising the efficiencies cloud can offer, the demand for this specialised skillset will only increase. What is a public, private or hybrid cloud? Public Cloud – This can be services or resources that can be accessed by anyone in the public domain and across the internet. You use many public clouds every single day, think - Netflix, Google Mail, Amazon. In the cloud world, these public clouds are usually referred to as Cloud Service Providers, like Amazon Web Services(AWS), Microsoft Azure, Google Cloud Platform(GCP). Private Cloud – You might already be using a private cloud in your daily work routine without even realising it. A private cloud is an environment dedicated solely to one organisation. It can be hosted either on-premises or in a data centre, it is accessible exclusively within the organisation. Unlike public clouds that are available to the general public across the internet, a private cloud gives organisations greater control and security, as well as retaining full authority over the resources and infrastructure. Examples of private cloud solutions include: Microsoft Azure Stack, VMWare vSphere, OpenStack. Hybrid Cloud – Hybrid is as it sounds – a mix of them both, but it would be easier to imagine that these clouds are like different personal storage solutions. You keep some of the services that are easy to access in the storage space you rent from a storage space company (public cloud) because of convenience, ease of access, available to a range of users. For your most sensitive data/resources, you will have these in your own storage space that you own like a safe in your wardrobe (private cloud) because it’s dedicated to you and safe, as a result, you will have more security and control over these resources. Types of jobs in cloud computing The most common roles within this space include: Cloud Engineers Site Reliability Engineers Cloud Architects Platform Engineers DevOps Engineers Infrastructure Engineers Cloud key skills and technologies Some of the technologies and key skills employers typically look for in cloud professionals: Experience with Cloud Platforms (Amazon Web Service, Microsoft Azure, Google Cloud Platform) Experience managing traditional infrastructure (Virtualisation, Servers, Networking, Firewall, Security, Storage, Databases, Identity Access Management) Configuration management tools (Ansible, Chef, Puppet, PowerShell) Containerisation tools (Docker, Kubernetes, AWS ECS, Google Kubernetes Engine) Container Orchestration tools (Rancher, Docker Swarm, Kubernetes) Source control management tools (Git, GitHub) Deployment tools (Elastic Cloud Compute (EC2), Ansible, CodeDeploy, Helm) Infrastructure as code (Terraform, Kubernetes, CloudFormation) Continuous improvement/Continuous Deployment tools (Jenkins, Argo, GitLab, Harness) Programming languages (Python, Bash, PowerShell, YAML, Java, Javascript, C#, Ruby, Golang etc.) Cloud salary ranges Salaries within Cloud roles have fluctuated, while there has been considerable growth in professionals in this space over the last few years, there is still a shortage compared to the demand for top talent. The increase in cloud professionals was mainly due to the Covid-19 pandemic giving individuals the ability to work fully-remote for organisations in higher-paying regions of the UK and internationally. However, as more businesses look to implement and take advantage of the cloud we expect a growing demand for individuals in this space, which will inevitably influence salaries. For the roles below, the ranges provided are from junior to senior level – when looking into ‘head of’ roles and management roles, the salaries tends to vary between £95k-£135k depending on scale and industry. Cloud Engineer: £50k - £85k Site Reliability Engineer: £60k - £90k Cloud Architect: £65k - £115k Platform Engineer: £50k - £100k DevOps Engineer: £65k - £100k Infrastructure Engineer: £40k - £80k Please bear in mind salaries vary considerably based on experience level and your location, we recommend speaking to one of our Cloud consultants for the latest salary information. Reach out to one of the team here. Work environment Working from home/hybrid models are very important within this specialism, these roles were usually remote and hybrid pre-pandemic and although we have seen a shift to more hybrid functions. The senior architects/engineers are more likely to want a fully remote role. This is due to the nature of the role requiring little collaboration that can otherwise be done through video call solutions, long working hours and very focused tasks. Many candidates we have spoken to see little need to be in an environment with others especially if the commute is long. There are of course exceptions, including infrastructure engineers which need to deal with physical equipment and some candidates who enjoy the more social aspects of working in an office, but most are committed to working fully remote and expect this. Clients need to be aware that exceptional talent are acclimated to working in remote environments and need to consider this within hiring requirements, from my experience the best compromise is once a month or fortnight for some senior cloud professionals. As working practices cloud professionals typically work within Scrum/Agile environments, with Cloud Architects getting involved earlier in the process to shape the project and avoid tricky hurdles in the later stages of the implementation. This is becoming an increasingly diverse field of work, with a lot of organisations pushing for more representation in the space from underrepresented groups, though this is still an area that has some way to go. We are already seeing a more diverse pool of candidates coming through at entry level but may need to be addressed for more senior roles. There is a fantastic group for Women in Cloud to help promote gender equity within this space. Here is a link to their website: https://womenincloud.com/ Benefits Most benefits offered are as standard, other benefits within this industry include: Discretionary performance based bonus (10-20%) Pension contribution (matched/non-contributory) Uncapped annual leave (Purchase/sell additional days/growing trend in big tech for unlimited holidays for senior staff) Share save/Equity Personal development/training/certifications/courses Gym membership EV Car Scheme Career Progression in Cloud roles There are multiple opportunities for career progression within the cloud discipline and really depends on what aspect you’re most interested in. A typical progression from an infrastructure route could look like this: 1st/2nd Line support 3rd Line support Infrastructure Engineer/specialist Junior Cloud Engineer/Cloud Engineer Senior Cloud Engineer Lead Cloud Engineer/Cloud Manager Head of Cloud While this is a very barebones and a typical scenario, as mentioned before there are many ways into the cloud and this is what the typical journey to the stratosphere of cloud could look like. To discuss more career progression and routes into Cloud please reach out to one of the team. Summary Overall, the demand for talent in the cloud market, far exceeds the available supply, particularly at a senior level. Given the intricate nature of cloud technologies, and the vast array of disciplines involved, organisations will need to continually adapt to the evolving cloud landscape to maintain efficiency and competitive advantage. Organisations will need to consider and review the expectations of candidates in this discipline, to retain and attract the talent they need to be able to implement their strategic ambitions within this business area. We’re experiencing a surge in organisations looking for expertise within this space, exploring salary, working from home policies as well as benefit packages to ensure exceptional cloud talent are attracted and retained. About the author Kyle Gauntlett is the Cloud Specialist consultant based in Harvey Nash Leeds office covering both contract and permanent roles. With an IT background in system administration and support for nearly a decade, Kyle sources leading cloud professionals of all levels. He manages vacancies across the North working with both public and private sector clients. If you’d like to speak further about the cloud and current roles please get in touch here.

In the ever-evolving tech industry, staying relevant and competitive is crucial. Whether you're returning after a career break or looking to pivot within the industry, here are our top 4 essential tips to help you reposition yourself and land your next role, with insights and expert advice from Sandra Erickson, Director of our team in Newcastle. With over 15 years of experience in recruiting for senior level positions, Sandra has a wealth of knowledge when it comes to helping jobseekers rejoin the workforce and providing insights into navigating the ever-changing technology landscape. 1. Refresh your CV with the latest trends Your CV is your first impression, so make it count. Highlight your most recent experiences and skills, particularly those relevant to the roles you’re actively targeting. Use keywords like “cloud computing,” “AI,” “cybersecurity,” or “data analytics” to align with current industry demands. Consider adding a section for certifications and courses to showcase your commitment to continuous learning. “When applying for roles, your cv may be viewed by multiple stakeholders,” says Sandra. “My advice would be to always tailor your cv to the role that you are applying for, rather than having a one size fits all approach. Ensure you have a summary profile that speaks directly to the reader in terms of how your skills, experience and transferable skills are relevant to the role.” 2. Leverage your network Networking remains a powerful tool in job hunting. Reconnect with former colleagues, attend industry events, and engage in online tech communities. Platforms like LinkedIn are invaluable for making connections and staying updated on job opportunities. Don’t be afraid to reach out for informational interviews or referrals from mutual connections or past colleagues. “Networking is often overlooked in today's increasingly connected world, but it’s essential to start making connections in your field of interest,” adds Sandra. “Using platforms such as Eventbrite will inform you of events in your area that match your interests. Our teams at Harvey Nash are well placed to support you, hosting many events that you’d be welcomed to, in most major locations across the UK and Ireland.” 3. Prepare for technical interviews Technical interviews can be daunting, but preparation is key. Brush up on core concepts and practice coding problems on platforms like LeetCode or HackerRank. You should always be ready to discuss your past projects and how you’ve solved complex problems. And remember, interviewers are looking for problem-solving skills and a collaborative mindset. "In my experience, technical interviews are an opportunity for you to showcase how you think through technical challenges. It allows you to demonstrate how you navigate through complexity and builds the interviewers confidence in you and your abilities.” For more tips on preparing for your technical interview, Indeed have published an article here: How To Prepare for a Technical Interview in 6 Steps 4. Showcase soft skills While technical prowess is essential, don’t underestimate the value of soft skills. Communication, teamwork, and adaptability are highly sought after in tech roles. Don’t hesitate to highlight these skills in your CV and be prepared to discuss them during your interviews. Prepare examples that you can provide during your interview of how you’ve successfully worked in teams or managed projects. "Effectively, technology roles are business focused roles and being able to demonstrate softer skills on how you engage with business stakeholders is essential. This is also an opportunity to demonstrate any transferable skills that you have gained whilst being out of the workforce.” Discover why soft skills matter in tech with a detailed article by Indeed here: 10 Reasons Why Soft Skills Are Important For Your Career Summary Although the emphasis is often put onto the technical interview portion of the hiring process, it’s important to remember that it’s not the only requirement for a role. Organisations are becoming increasingly interested in hiring people that can fit into their business and become a part of the wider team. It’s a careful balancing act, but if you are able to focus your time and efforts on all the areas above, you are bound to see improvements. Stay proactive, keep learning, and leverage your network to navigate your career journey successfully. And by following these tips, you’ll be well on your way to securing your next role in the tech industry. If you are looking to rejoin the workforce, don’t hesitate to reach out to Sandra at Sandra.Erickson@harveynash.com And discover our latest roles here.

As we enter a new year, I don't think many in the technology recruitment industry will be especially sad to leave 2024 behind. 2024 was quite a challenging year in which continued uncertainties dampened volumes and demand. Economic conditions improved a little, with inflation falling back to normal levels, but interest rates only edged down and, overall, rates of growth remained subdued. Combined with continuing geopolitical instability including the wars in Ukraine and Gaza, and the upheaval of elections in the UK, US and elsewhere, the market lacked the continuity and certainty needed to spur widespread, sustained recruitment activity. Companies were cautious, and candidates tended to favour staying put (and negotiating better terms) rather than risking a move - leading some to describe the year as 'the great stay'. 2025 – key pockets of activity and growth Heading into 2025, I believe that the market will improve and reach a more stabilised level of demand. The OECD has recently upgraded its economic forecast for the UK, raising expected GDP growth in 2025 from 1.2% to 1.7% which puts the UK significantly ahead of European rivals like France and Germany, and behind only the US and Canada in the G7. While this rate of growth remains modest by historic standards, 2025’s growth rate is expected to be twice as fast as 2024, so this could stimulate economic activity and hiring. We also see signs that more technology professionals are looking to move during 2025. A pulse survey of intentions that we carried out on LinkedIn in December found that 68% of technologists were actively looking for a new role, while a further 9% were planning to start looking in the New Year. This represents an increase in activity from last summer when the Harvey Nash2024 Global Tech Talent & Salary Reportfound that 50% of UK tech professionals were looking to move to a new organisation in the coming 12 months. There are a number of areas where I expect to see increased recruitment demand: Big Tech: The Big Tech firms have largely recovered following a period of retrenchment and are beginning to hire again. They are also continuing to invest in the UK – during 2024 Google, which already has more than 7,000 UK staff, pledged to invest $1 billion in a new data centre in Hertfordshire. Microsoft also committed to investing an extra £2.5 billion in the UK. Financial services: The industry’s resourcing requirements have strengthened in recent months, and I expect to see continued activity, with particular demand on the contingent staff side. AI and machine learning are priority areas. Public sector: With the government committing to increased investment in the public sector, I anticipate that the kickstarting of projects here will be accompanied by a renewed wave of hiring (particularly contingent staff) following a fallow period in the run-up to the election. The government also recently announced that it would be recruiting staff from tech start-ups in a secondment scheme to embed a ‘test and learn’ culture across government departments, backed by a £100m innovation fund. Tech start-ups/scale-ups: AI and other emerging technologies are of strategic importance, and I expect the technology start-up and scale-up market to be a strong performer with a continuing need for talent. Green tech: We are seeing continuing demand for technologists with expertise in green and clean technology solutions and materials as organisations pursue a sustainability agenda and work towards net zero goals. Headwinds to negotiate These factors will inject some life into the market – but there will also be a number of elements that tend to push in the other direction. Firstly, even if the UK may be better placed than some other major countries, the economic outlook continues to be underwhelming. There is also the significant wildcard of Donald Trump assuming the presidency in the US and the possibility of tariffs and increased trade wars. How much this may impact the UK is uncertain. What is certain, however, is that the world continues to be an unsettled and volatile place. Employers are set to continue to take a cautious approach. Secondly, the government’s planned increases to employer National Insurance contributions could have a significant impact. It is likely to have the biggest effect on sectors with high numbers of lower paid staff like retail, hospitality and leisure – but technology won’t be immune. In a global market where tech talent is available anywhere, the increased costs of employing UK talent may lead employers to invest in building or growing their technology teams in other locations instead. Added to this we have the government’s forthcoming package of workers’ rights which, while great news for individuals, will add to the cost and responsibilities of being an employer. Meeting some of the requirements could be a particular headache for start-ups and SMEs – and further incline them to invest in a more remote technology talent model. AI unknown One area that is still largely an unknown is AI. This continues to be a major focus for investment and exploration by businesses – but the real nature of its impact on technology recruitment remains unclear. As yet, it hasn’t led to an explosion in new AI-specific roles. Rather, there is an expectation that technologists can harness and use AI within their roles to enhance productivity and efficiency. It’s a skillset and a capability that is becoming expected. On the other hand, I am yet to see a clear example of job losses because of AI. In short, the impact of AI on the technology jobs market (in terms of number of hires) has so far been largely neutral. Needless to say, the technology is maturing and developing at a rapid pace – so could 2025 be the year that it begins to spawn new roles at scale? One way in which AI is having an impact is on the application process – with increasing numbers of candidates using AI tools to help them make tailored applications, and employers using AI to automate processes including candidate screening and scoring. My message here is simply not to lose the human touch. Candidates should be displaying their own personal skills and attributes, not over-depending on AI to do the work for them; while employers should build in checks to ensure the use of AI is inclusive and not excluding certain groups. They need to show that they are human and personalised organisations that care about people. The importance of culture in the competition for talent We know from the Harvey Nash 2024 Global Tech Talent & Salary Report that technology professionals are placing increasing value on the culture and working environment at an employer; this has become one of the keys to both attraction and retention. This is crucial because, even though we may not see booming conditions in the technology recruitment market, there will nevertheless continue to be significant competition for the best talent with skills shortages in priority areas such as data, engineering, AI/machine learning, software development and cyber. For instance, the Recruitment and Employment Confederation (REC) found in November that software engineers and developers are still one of the most in demand roles in the UK. The employers that can demonstrate a compelling employee value proposition (EVP) will have a significant advantage over the rest in attracting this talent. Diversity high on the agenda A further priority during 2025 which will also facilitate activity is the diversity agenda. We continue to see a real focus amongst employers on strengthening the diversity of their technology teams. They are looking to their partners and suppliers to help them do this – by encouraging applications from diverse talent sources, building relationships with under-represented parts of the community, and creating new recruitment pathways and talent schemes. Expect the unexpected? Overall, my expectation is that 2025 will be a solid but unspectacular year for technology recruitment. However, the nature of the market is that it can move from red to green at a moment’s notice – with no amber in between. We saw that in the post-Covid boom. That may have been the result of a fairly unique set of circumstances, but with AI developing at pace and many other unknowns, employers (and candidates) need to stay agile, flexible and prepared for the market to take an unexpected turn at any time. About the author Andy Heyes is the Managing Director Harvey Nash UKI, Central Europe, Australia & Spinks. He is also a member of Nash Squared Executive Leadership Team. Andy has been at Harvey Nash for 25 years and has extensive experience working across all sectors and industries. Starting out in the contracts division of the London Office, Andy quickly progressed and was appointed as Managing Director for the UK South Technology Recruitment Business in 2020.

We're delighted to invite you to take part in the 2025 Digital Leadership Report survey from Harvey Nash, part of Nash Squared, the world’s largest and longest-running study of its kind. Described by one digital leader as their “chance to get inside the minds of their peers”, the report captures the priorities and concerns of over 2,000 CIOs, CTOs and technology executives worldwide. Add your views by completing the survey today. The survey takes just 20 minutes to complete and covers key topics which are front of mind of all digital leaders today: · AI: What’s delivering real results now? · Investment: Where do I invest my budget when it comes to people and technology? · Compensation: Is my salary and benefits package competitive? · Budget: Does my budget stack up against others in the industry? Respondents will be among the first to receive a copy of the full report as well as sector and region-specific insights tailored to your needs. Take part today!

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.

On November 8th, our Harvey Nash Scotland team members came together to celebrate the Scotland Women in Technology Awards Ceremony, held at the Radisson Blu in Glasgow. We invited prestigious clients along with our team including Nucleus, BR-DGE, Computershare, SSE, Planet DDS, City FM, and one of our partners from ProductTank Edinburgh. Harvey Nash are delighted to have won the ‘Inclusive Recruiter of the Year’ Award, for a second consecutive year. Commenting on their decision, the judges said that we “have thought of, and have covered, most every part of D&I and it looks to be cemented into the core of the business.” “My heart was so full being surrounded by hundreds of women and allies celebrating our advancements and championing further progress in this field. A massive thank you to SWiT for hosting us and continuing to drive diversity forward in the sector. We cannot wait to see what next year will bring!” - Melina Harmon, Harvey Nash Edinburgh Our winning entry was commended for commitment to overall diversity ensuring the sector hiring processes are inclusive and for leading change in tackling challenges faced by women in the technology recruitment pipeline. The award also recognises our business’s progressive and inclusive practices looking beyond ethnicity, gender, sexuality, disability, educational attainment and background to recruit based on skills and talent. Harvey Nash are honoured to have won this award as it’s an integral part of our organisation. We were also delighted to sponsor the 'Mentor of the Year' Award which our Scotland Director, Cameron MacGrain presented. Congratulations to Omowumi Akintokun for winning this award and Ruth McDonald, who was highly recognised for this award. Silka Patel, Founder and Chair of Scotland Women in Technology, said, “Tonight, what has stood out for me is the sheer dedication that is shown to champion and inspire even more women in the technology sector. “It is humbling to see how passionate every finalist and winner is about driving equality in the ecosystem; from being mentors and diversity cheerleaders to establishing demonstrable programmes. I am so proud to be a part of a community that is truly making a difference within the parameters of work and the wider community. Congratulations to all.” We would like to extend our thanks to Scotland Women in Technology for hosting a brilliant event as well as the judges and trustees of the charity. We’d also like to extend our congratulations to our fellow award winners and all the finalists. About Harvey Nash We’re Harvey Nash, and we build amazing technology and digital teams. From senior appointments through to recruitment and project solutions, we are experts in the tech sector. About Scotland Women in Technology Scotland Women in Technology (SWiT), exists to Champion, Celebrate, and Invest in women in the technology ecosystem within Scotland. Founded in 2008, SWiT is a not-for-profit organisation with a drive to put gender equality at the forefront of the technology ecosystem. It is run by a board of committed volunteers who have the vision and alignment to promote and champion gender equality at the heart of our proposition.

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 Squared Digital Leadership Report found 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, Helen is 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 profile here. Or if you would like to get in touch about technology roles and hiring, please get 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 the Digital Support Services T Level as 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

Our CEO, Bev White, talks to Olympic silver medallist diver Leon Taylor about the parallels in sport and business. This article first appeared on ComputerWeekly.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.

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 on computing.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 Squared Digital 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. When unveiling 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 country according 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 latest Digital 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, London found 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.

Bev White, Nash Squared CEO, looks at the impact of budget constraints on diversity in the tech sector. This article first appeared on ComputerWeekly.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 have reportedly downsized programmes that fell under DEI, while budgets and investment for many different diversity initiatives in tech and STEM have 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’s Tech 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 2024 Harvey 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.

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 on computerweekly.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 sector a study by Tech Talent Charter found 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-commissioned Buckland 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 created 23 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.

What is Cybersecurity? Cybersecurity is the practice of safeguarding our computer systems, networks, and sensitive data. At its core, it’s the practice of defending against cyberattacks—the ever-evolving threats that can disrupt, compromise, or harm our digital infrastructure. These attacks come in various forms, from malicious software (malware) to phishing attempts, denial-of-service attacks, and social engineering. As technology advances, so do the tactics employed by cybercriminals. Therefore, staying informed and proactive in our cybersecurity measures is essential to protect our devices, information, and privacy. In a recent article "Cybersecurity 101: What it is and why it matters", I delve into what cybersecurity is and why this practice is so important in organisations today. What jobs are there in cybersecurity? At the time of writing this article, the keyword ‘cybersecurity’ returned over 6,500 results from LinkedIn jobs based within in the UK. Not only does this reiterate the high demand we are currently seeing in the market for experienced individuals in this area, but it also shows that there are a multitude of avenues that encompass working within cybersecurity. Example job titles include: Information Security Analysts Cybersecurity Consultants/Specialist Infosec Analyst/ Cybersecurity Analyst Network Security Architect Information Security Officer Security Software Developer Security Engineer Incident Manager Cyber Resilience Consultant Penetration Tester/ Ethical Hacker Threat Hunters Computer Forensics Analysts What are the key skills needed to work in cybersecurity? In order to be successful when working in the cyber space, it’s vital that you’ve got the technical expertise in the field with relevant cyber tools or systems, as well as soft skills that are required for people working within tech. Technical skills: Proficiency in network security Knowledge of cybersecurity tools and technologies Compliance and regulatory knowledge Programming and scripting Penetration testing and ethical hacking Threat analysis Incident response and forensics Cryptography Security architecture and design Soft skills: Problem solving Analytical Reasoning Excellent communication Team collaboration Attention to detail Risk management Project management Adaptability Career pathways for working in Cybersecurity According to our latest Digital Leadership Report, many digital leaders surprisingly revealed that cyberattacks seemed to be declining towards the end of 2023. Although this may come as a shock to many, most organisations are beginning to view cyberattacks as ‘a part of doing business’. However, while the reported decline in cyberattacks may seem encouraging, it is essential not to become complacent. The nature of cyber threats is constantly evolving, and new challenges are emerging on the horizon. One of the most significant concerns among digital leaders today is the potential impact of Generative AI on cybersecurity. As this technology continues to develop, it is expected to drastically increase the scale and sophistication of cyberattacks. Given these emerging threats, the demand for skilled cybersecurity professionals is only expected to grow. The career progression within this field is both dynamic and rewarding, offering a range of opportunities for those with the right skills and knowledge. Whether you are just starting in the industry or looking to advance your career, there are numerous pathways to explore. Here are some links to detailed career pathways if you are considering a job in cybersecurity: ● 5 Top Cybersecurity Careers - Tech Target ● Cybersecurity Career Pathways - Cyberseek As the threat landscape continues to evolve, so too will the need for innovative cybersecurity solutions and skilled professionals to implement them. The future of cybersecurity promises to be challenging yet full of opportunities for those ready to meet the demands of this critical field. Salary ranges working in Cybersecurity Salaries for cybersecurity professionals vary depending on factors such as level of experience, location, and specific skills. Cybersecurity analysts - £25,000 to £40,000 Security architects/ managers - £70,000 to £120,000 Security Engineer – £40,000 to £100,000 Incident manager – £50,000 to £70,000 Threat analyst – £50,000 to £70,000 Cloud Security Specialist – £90,000 to £120,000 Cybersecurity Consultant – £600 per day What the typical Cybersecurity candidate is looking for Candidates in the cybersecurity space often prioritise factors such as remote work flexibility, a supportive team dynamic, opportunities for career progression, and comprehensive benefits packages. Companies that are able to offer competitive salaries, a robust work-from-home policy, a diverse and inclusive work environment, clear paths for career advancement, and attractive benefits such as health insurance, retirement plans, and professional development opportunities are more likely to attract and retain top cybersecurity talent. In recent years, we’ve seen a massive increase in the market for experienced cybersecurity specialists. The need for mid and higher-level experts has in turn inflated the salary ranges for people working within this field – and now many cyber specialists expect more competitive salaries compared to what we were seeing in the market 18 months ago. Hybrid-working policies or fully remote positions are still highly in demand. The pandemic proved to everyone that work can be done without needing to be in the office, and this is a comfort many people have come to enjoy. It’s often that you’ll see candidates second guessing roles if they’re expected to be in the office more than 3 times a week. Current Industry Trends In today's rapidly evolving cybersecurity landscape, companies are actively recruiting for roles such as Threat Analysts, Cloud Security Specialists, and Cybersecurity Consultants with expertise in emerging technologies such as artificial intelligence and machine learning. We’ve also seen a growing recognition of the importance of robust cloud security measures, with organisations investing in solutions that utilise AI to continuously monitor and protect cloud-based assets. During the COVID pandemic, there was a boom in the market for cybersecurity specialists, which meant the value of these positions also increased. In light of the salary demands changing, contractors are beginning to look for more permanent positions, because the pay is better and the benefits that come with permanent roles are much more attractive. Furthermore, the integration of security measures into DevOps processes is gaining traction, with AI-powered tools automating security testing and validation throughout the development lifecycle. Morgan Stanely released an interesting article titled "AI and Cybersecurity: A New Era", which discusses how both cybersecurity teams and hackers are impacted by this ever-evolving landscape. With the help of AI, cybersecurity teams are utilising the tool to assist them in identifying and flagging suspicious data, allowing them to effectively stop and prevent cybercriminal attacks. Summary The demand for cybersecurity professionals is rapidly growing due to the increasing complexity of cyber threats, particularly with the rise of AI and remote work. In the cybersecurity field, there are a variety of roles available, such as Cybersecurity Analyst, Penetration Tester, and Cloud Security Specialist. Success in these roles requires a blend of technical expertise and essential soft skills. Salary expectations vary based on experience and specialisation, with many professionals seeking roles that offer flexibility, career progression, and robust benefits. As the industry evolves, current trends emphasise AI-driven security measures, cloud security, and the integration of security into DevOps processes, making cybersecurity a dynamic and rewarding career path. About the author: Holly Jennings Holly is a Consultant working within our Financial Services practice at Harvey Nash. Since joining the team, Holly has gained immense experience and knowledge within the Financial Services sector and specialises in recruiting for IT Infrastructure & Operation positions, ranging from senior to junior level roles. To find out more about Holly, view her profile here. Or if you would like to get in touch about cybersecurity roles, please get in touch.

In today's digital age, cybersecurity plays a critical role in safeguarding sensitive information and protecting businesses from cyber threats. As cyber threats continue to evolve, the demand for skilled cybersecurity professionals is at an all-time high. What is Cybersecurity? Cybersecurity is the practice of safeguarding our computer systems, networks, and sensitive data. At its core, it's the practice of defending against cyberattacks - the ever-evolving threats that can disrupt, compromise, or harm our digital infrastructure. These attacks come in various forms, from malicious software (malware) to phishing attempts, denial-of-service attacks, and social engineering. As technology advances, so do the tactics employed by cybercriminals. Therefore, staying informed and proactive in our cybersecurity measures is essential to protect our devices, information, and privacy. Types of cyberattacks It's no secret that the evolution of technology in recent years has been immensely life-changing to the entire industry. However, along with these technological advances have come improved cyberattack advances. Every day I speak with people who work within Cybersecurity and organisations are consistently encountering new attacks they have never seen before. It seems that in today's world, organisations will need to find comfort in the uncertainty of encountering new cyberattacks on a regular basis. However, this isn't to say that there aren't common examples of cyberattacks organisations can expect to see. Below are a few examples of common cyberattacks anyone working in an organisation could be targeted with: Malware (malicious software). This refers to any intrusive software which is designed to cause disruption or harm to a victim's computers, networks or devices. This could include viruses which infect your systems or stealing sensitive data. Phising. These are scams which are sent by attackers who claim to be reputable or trusted companies in order to have you click a malicious link or install malware onto your device, allowing them to access your personal data. Ransomware. This is a type of malware which will block access to the victim's personal data, unless a ransom is paid to the attackers. Although the above explains some of the most common types of cyberattacks, it's important to note that many of these attacks occur hand in hand. Therefore, someone might use a phising email to get you to download a virus onto your computer, which in turn allows attackers to download other forms of malware or ransomware and access sensitive data. Currently in the market there have been a lot of the conversations going on about AI. Despite it being very new, I've had several conversations with technologists working in the Cyber space about how many of the security threats they’re facing, have got to do with AI. In addition to AI, the rise of hybrid working in recent years has also caused some alarm from a safety and security perspective. Tech Target recently released an article in March, delving into the top 10 remote Cybersecurity risks and how organisations can better prevent them. In the article, they explain how employees working off unsecured networks can cause major headaches for the Cyber and IT teams within an organisation. With employees having the flexibility to work from the office, their homes, coffee shops or any other location with a public WiFi connection, hackers have the advantage of organisations not being able to corporately manage these networks. Why is Cybersecurity important to organisations? Prioritising cybersecurity in any organisation is vital, because it protects your business from potential technological threats. It provides a safety net for companies’ online, especially in today's day and age where so much of the work we do and private-sensitive information we safeguard is stored online, on servers. Running a business without taking the necessary precautions to ensure your safety and security online would be the same as skydiving without a parachute. Besides keeping the business’ information safe, cybersecurity also plays a big role in protecting an organisation financially. Provided by Business.com in their ‘SMB Budget for Cybersecurity’ article, according to IBM’s 2023 Cost of a Data Breach Report, the average cost per breached record is up to $164. Ensuring the safety and security of your organisation is key to maintaining a positive reputation. When there is a lack of secure cybersecurity procedures, customers cannot trust an organisation, whether that’s with the protection of their personal data or their private finances. By dedicating time and money to cybersecurity, an organisation can create a solid foundation for online safety for their business, employees and customers. And when you have a strong security foundation, you set yourself help to have a more efficient online system with less future cyberattacks. Is there a difference between Information and Cyber Security? Although the terms Information and Cyber Security are often used interchangeably, they represent distinct approaches to ensuring the confidentiality, integrity, and availability of data. Cybersecurity primarily deals with safeguarding digital assets, networks, and systems from cyber threats, such as malware, hacking attempts, phishing attacks, and unauthorised access. It operates within the digital realm, addressing risks related to computers, servers, mobile devices, and cloud services. Examples of cybersecurity include employing firewalls, using encryption, conducting vulnerability assessments, and monitoring network traffic. In comparison, InfoSec (information security) encompasses a broader perspective, aiming to protect all forms of information—both digital and physical. It includes data stored on paper, in databases, or transmitted electronically. Examples of information security include protecting sensitive files, securing physical records, and ensuring proper access controls. In summary, while cybersecurity focuses specifically on digital threats, information security takes a holistic approach, safeguarding all types of data and ensuring its confidentiality, integrity, and availability. The rising demand for specialists in Cybersecurity The rising demand for specialists in cybersecurity reflects the increasing complexity and frequency of cyber threats in today's digital environment. As businesses and organisations continue to rely heavily on technology and online platforms, the need for experts to defend against and mitigate cyber risks has never been greater. This surge in demand is driven by several factors, including the increase of sophisticated cyberattacks, the expansion of remote and hybrid work environments, and the rapid advancement of technologies like artificial intelligence, which both pose new threats and offer new tools for defence. As a result, skilled cybersecurity professionals are sought after to protect sensitive data, ensure compliance with regulations, and maintain the overall integrity of digital infrastructures. The growing awareness of cybersecurity's critical role in safeguarding organisational assets and maintaining customer trust further fuels this demand, making cybersecurity an increasingly vital and dynamic field for career opportunities. Whether you're new to the industry, or a seasoned veteran, navigating the cybersecurity space can be a very daunting feat. To help with this, I've written an article, "Exploring Cybersecurity Careers: What to expect and how to navigate your career path" which highlights the key job titles, salary expectations, career pathways and many more tips and tricks to navigate this industry. Summary Cybersecurity is essential in today's digital landscape, where evolving threats pose significant risks to businesses and individuals alike. It involves protecting computer systems, networks, and sensitive data from cyberattacks such as malware, phishing, and ransomware. As these threats grow more sophisticated, the demand for skilled cybersecurity professionals continues to rise. Effective cybersecurity practices not only safeguard an organisation's information but also protect its financial stability and reputation. By investing in robust cybersecurity measures, businesses can build a strong defence against future attacks, ensuring the safety of their digital assets and the trust of their customers. About the Author: Holly Jennings Holly is a Consultant working within our Financial Services practice at Harvey Nash. Since joining the team, Holly has gained immense experience and knowledge within the Financial Services sector and specialises in recruiting for IT Infrastructure & Operation positions, ranging from senior to junior level roles. To find out more about Holly, view her profile here. Or if you would like to get in touch about cybersecurity roles, please get in touch.

In the rapidly evolving business and digital landscape, the role of the Chief Transformation Officer (CTrO) has become increasingly significant. As organisations grapple with the challenges of their transformation, the CTrO emerges as a pivotal figure, steering the ship through uncharted waters. We were delighted to host a Special Interest Group of CTrOs in our London HQ offices. The group was founded Lissa Muncer, who continues to champion this emerging C-suite role. It was incredible to have the opportunity to gather an insightful group of Transformation leaders who have experience in this position and can connect with like-minded individuals. Throughout the discussion, the group highlighted many key themes and challenges around the role of the CTrO, which we have summarised throughout the rest of this article. The role of the CTrO The Chief Transformation Officer’s first task is to build relationships with the CEO, C-suite and define the existing problems and where the organisation wants to transform towards. By creating the North Star vision along with the leadership team, the CTrO has the ability to orchestrate across the organisation, setting key metrics and a solid transformation approach. Aligning with the CEO It is the role of the CTrO to act as a trusted advisor to the C-suite, focusing on clarifying the vision and driving innovation, both key measurements for the success of a transformation. For CEOs, current front-of-mind concerns include addressing the talent and skills gap, recognising the resilience of their team, fostering innovation, and building ecosystem partnerships. Considering the role of Transformation Officers, it’s understandable why they are so selective in their engagements, preferring roles where they are directly aligned with the CEO. This alignment provides the leverage and seniority needed to push forward their agenda and effect meaningful change. The group also used a recent article published by IBM, titled “6 hard truths CEOs must face” as a topic of discussion. The article highlights some of the difficult decisions CEOs and the C-suite are currently being faced with, which in turn impacts the role of the CTrO working underneath the CEO. Investing in technology and people Each transformation journey is unique, tailored to the organisation’s circumstances, and there is often a misconception that these journeys are solely centred around Technology. However, organisational transformations are also largely about people and how, with Technology, CTrO’s can synergise these components to forge a better future. The roadmap to success An ideal transformation is underpinned by a clear roadmap, outlining the path the CTrO should navigate. This requires a leadership team capable of propelling the business forward with their own unique expertise and vision, beyond the confines of day-to-day operations. The focus may vary—from B2B industrial companies to organisations seeking digital transformation—each with its own set of challenges. However, not all transformations are fortunate enough to have strong leadership or a detailed roadmap. It is here that the CTrO’s role becomes crucial. The essence of transformation is guiding the organisation from point A to point B. This journey can span years, reshaping the company into a leader in its field. It’s a process that allows companies to discard what was once considered core but is no longer relevant. Strategy and vision A clear strategy and vision are the foundation of any successful transformation. The CTrO must ensure that the strategy not only supports but also underpins the vision. Execution, however, presents a greater challenge than the absence of vision. It requires leaders who are visionary alphas and are willing to invest in transformative initiatives that yield significant returns. Leaders who are willing to make bold changes, even when margins are tight, and the path forward is fraught with uncertainty. Some CEOs even embody the role of the Chief Transformation Officer, like Steve Jobs (Apple) or Elon Musk (Tesla). These leaders are not only active CEOs of their organisations but are also the key stakeholder driving change and innovation. Measuring success and embracing disruption Measuring the success of a transformation goes beyond financial metrics; it also involves evaluating aspects like talent development and environmental impact. The CTrO must navigate the complexities of the ESG (Environmental, Social, and Governance) agenda while managing varying expectations within the organisation. Interestingly, transformation becomes more straightforward in times of disruption. When companies face dire circumstances, such as bankruptcy, the urgency to survive creates an environment that is ripe for transformation. Learning from the past, we see that organisations like Kodak, which successfully transitioned from the largest film supplier to a key player in the digital market, exemplify the necessity of embracing change. On the other hand, companies like Blockbuster, which failed to act in time, serve as cautionary tales of the risks associated with stagnation. Conclusion The CTrO’s role is multifaceted, requiring a blend of strategic vision, execution prowess, and the ability to lead through periods of significant change. By learning from past successes and failures, CTrOs can guide their organisations towards a future that is not only sustainable but also thriving in an ever-changing business landscape. Incorporating these additional insights into the narrative of the CTrO’s role highlights the critical importance of strategy, vision, and the willingness to embrace change at the highest levels of an organisation. It is a testament to the transformative power of leadership and the enduring impact of visionary decision-making. If you are a CTrO and interested in finding out more about this Specialist Interest Group or looking for your next opportunity as a CTrO, please reach out to our team at Harvey Nash: Helen Fleming, Paul Yates and Joe Foreman.

Andrew Neal, Chief People Officer at Nash Squared, looks at what needs to change to make sure hybrid working is effective for everyone. A version of this article first appeared on thehrdirector.com Hybrid working has been the big, generational change in working patterns that historians will probably look back on in the future and regard as one of the enduring legacies of the pandemic. We have all got used to mixing traditional in-office working with connecting through screens from home. But is it actually working? While dividing time between home and the office is a sound model in principle, there are clear signs that it’s not delivering all that it could. A mixed picture We see evidence of this in our Nash Squared Digital Leadership Report. Only a quarter of respondents in our 2023 research say that their model is working ‘extremely well’. In 57% of cases, it’s a more underwhelming verdict of ‘quite well’. For nearly one in five, it’s working quite or very poorly. This is despite the fact that businesses have been developing and adjusting their models over time. Organisations have moved firmly away from the fully remote model of the pandemic period and are pushing up the number of days employees should be in. If we compare the 2022 and 2023 Digital Leadership Report findings, this is clearly visible. In 2022, 27% of respondents said they asked staff to be in the office two days a week and 26% asked for three days. A year later, those figures had grown to 36% and 37% respectively. Whereas in 2022, around one in five businesses required staff to come in only once a fortnight or less (including 12% who said ‘never’), in our 2023 research that proportion shrinks to negligible levels. Hybrid working uncovering the disconnects Before I get onto solutions, it’s worth standing back and asking: why is hybrid working not fully delivering at the moment? In my view, the reason is that traditional five days in-office working covered over the cracks of what we might call broken operating systems. Companies may have had inefficient processes, sub-optimal task management structures and poor communication flows – but this was compensated for through those in-the-moment, often impromptu meetings and side-of-desk conversations in the workplace. Things were discussed in-flight and resolved almost by osmosis. It may have been an imperfect system, but one way or another things got done. Hybrid working has made those cracks in the operating system visible. People simply aren’t physically co-located as much of the time and this creates disconnects and slows decision-making down. For example, does the following scenario sound familiar? I’m working from home and need to speak to X – but I can see they’re on a Teams call right now. I send them a WhatsApp – but they’ve probably had ten others already this morning (plus emails and texts) and may not get back to me. I’ve got a series of Teams calls coming up myself. I’ll leave it until next Monday when we’ll both be in the office… as long as our schedules don’t change (which indeed they might!). Re-examining the model How can this be addressed? Most of us need to adapt – unless you are a start-up, born in the time of collaboration tools like Slack, where your business was built from remote working up, and it is just the way you have always worked! I believe the time is right for organisations to take a more thoughtful and intentional approach. People leaders and their HR teams can play a key role in this, helping business stakeholders think about the most important process flows in the organisation and how tasks move around to get jobs done. This is really about identifying those ‘pots of value’ where the business really delivers at its best and which require face-to-face working to happen, as opposed to those things that can be done on a remote or hybrid basis. Where are the key crossovers and handoffs, and which of these depend on in-person interactions to get the best results? It can then move to a departmental level, empowering teams to consider their key outcomes. Which stakeholders, inside and outside of their teams, do they need to interact with to achieve these? Who do they provide services/information to, and who are they reliant on receiving them from? This should become very granular, looking at key specific tasks and outputs on specific days of the week or month. Putting all these pieces together will help determine what pattern of in-office working across team members will produce optimal results. This may vary across the organisation. Critically, this needs to be communicated, discussed and agreed with team members – resetting the perceived ‘contract’ where necessary. Everyone taking ownership However, this isn’t solely an issue of organisational design and policy. It’s an intrinsically human issue too – and another key to success is that we should all, as individuals, take responsibility to ensure that we get the job done, and manage our time as effectively as possible. This may mean compromise and flexibility. Similarly, good hybrid working depends on sound workload planning. For example, if I have various tasks to do that require quiet concentration and perhaps privacy due to confidentiality, they may be best done when working from home – so I should schedule accordingly. On days in the office, the focus should be on in-person meetings, catch-ups and collaborative working; it makes little sense to go into the office and then spend all day on Teams calls (although I am sure we have all done it!). Unlocking the rewards Ultimately, we need to remember that businesses are attempting something that is still new, at a time we are still experiencing seismic macro changes – and getting new things right on an organisational level takes time. The easy way – the ‘lazy’ way – may be to introduce a blanket mandate for four or five days in the office. But it is worth pushing to do better than this: hybrid working brings multiple benefits, supporting flexibility and also diversity as it helps people build their own working patterns to fit varying circumstances and needs. And let’s not even get into how this debate has become fixated on ‘where’ – without even considering ‘when’ or ‘how’ works gets done… It is highly valued by many colleagues and has become a critical part of the employee value proposition. There is a business and productivity reward on offer from getting it right – it’s worth the pain to make it work.

Nash Squared CIO, Ankur Anand, looks at what different components you need for a good AI policy. This article first appeared on boardagenda.com. Board ownership of an organisation’s policy on using artificial intelligence is essential for effective governance of the technology As artificial intelligence and, more lately, generative AI (genAI) become more widely deployed across businesses, we are in the middle of a remarkable era of innovation and possibility. The potential of AI to boost productivity, facilitate problem-solving and enhance creativity is probably higher than anyone imagined. However, to make the most of that potential, and to successfully bring human intelligence and artificial intelligence together in a healthy balance, guidelines and guardrails are needed. People can’t be left to use AI at work in whatever way they feel like without some clear guiding principles to follow – as well as, where necessary, red lines that should not be crossed. Part of the governance framework An AI policy is a foundational element of a successful approach to AI. As AI becomes more ubiquitous, an AI policy becomes part of the governance framework that any organisation functions by. A policy is not merely a ‘nice-to-have’—it is becoming table stakes in the new age we have entered. Almost three-quarters of organisations have deployed generative AI to at least some extent. Encouragingly, our research at Nash Squared shows that organisations are taking this on board and acting accordingly. Six months ago, in our annual Digital Leadership Report which surveys technology leaders around the world, only one in five organisations had an AI policy in place. But in a Pulse survey of tech leaders that we conducted recently, that has now doubled to 42%, while a further 38% have plans to create one. That is a striking increase in a short period of time—and is a testament to the speed at which AI is developing and being adopted. Our survey found that almost three-quarters of organisations have deployed genAI to at least some extent to their employees and one in five have deployed it enterprise-wide. Elements of an effective AI policy A good policy will set out clearly what AI can be used for, the protocols and checks and balances that should be followed (such as having a human in the loop and the need for human review before any outputs are used or published), and the ethical principles that should dictate its use—such as transparency, accountability and fairness. There should be control mechanisms to guard against algorithmic bias, while the data ingested into AI applications needs to be of requisite quality and accuracy. Security is another key concern: there must be clear guidelines to prevent commercially sensitive information being released into the public domain through (certain) genAI platforms, while, needless to say, respecting data privacy and protection rules is also paramount. There may also be intellectual property and copyright issues that come into play. Monitoring systems are needed to track the use of AI and maintain records for compliance and auditing purposes. More broadly, an AI policy can also help the organisation with its sustainability and ESG goals—for example, by evaluating the sustainability practices of AI vendors and by embracing use cases that align with the organisation’s ESG ambitions including sustainability given that AI consumes significant energy. Companies should build a plan to stay focused on carbon neutrality while they continue to roll out AI. For all of these reasons, an AI policy is essential—and it needs to be clearly communicated and actively discussed across the business, rather than passively published in a quiet corner of the intranet. Done well, an AI policy can have a double benefit: not only will it reduce risk and help employees use AI safely and productively, but it can become an effective educational tool by facilitating discussion about AI and helping staff understand how AI can support them in their roles. This will increase confidence and adoption. Owned from the top Ownership is another key question. Operationally, the AI policy may often be owned by a technology leader such as the CIO or perhaps by HR—but in my view they are more akin to the custodians of the policy. AI has become so strategically important that it should be owned at the very top, by the executive committee and/or even the CEO personally. It is their buy-in, engagement and sponsorship that sets the tone and establishes the culture to embed AI within the way the business operates. The board has a crucial role to play. Some organisations have established AI committees made up of senior individuals, or ethics boards for whom AI is a significant part of their remit. Our Pulse survey shows that a small proportion of businesses (5%) have also appointed a chief AI officer, with a further 7% planning to appoint one. Whatever the governance structure at a specific organisation, non-executive directors can play an important role in the oversight of AI within the business—strongly encouraging the creation of an AI policy if one is not already in place, reviewing the effectiveness of the policy once published, and ensuring the policy remains aligned with the wider ethical values and social responsibility commitments of the business. Directors, both executive and non-executive, also have a particular responsibility to ensure that their own use of AI tools and applications, personally and within their teams, is in line with the policy and is ethical, safe and secure. Arguably, there is a shortage of specific training for executives in this area—an area where we may see market developments moving forward. Is your organisation up to speed? An AI policy doesn’t solve all problems or guarantee success—it is notable that the same proportion of Pulse survey respondents (four in ten) from organisations with an AI policy as those without one are concerned about the risk of AI misuse. Many organisations have also retrofitted their policy after AI usage has already begun among staff—an inevitable reality given the easy availability of genAI platforms such as ChatGPT, Gemini and Copilot. The policy should be regularly reviewed—possibly even monthly, given how fast the AI landscape is evolving. Just as AI evolves (and potentially mandatory regulatory requirements are introduced), so will the policy. If your organisation does not yet have an AI policy, is that a defensible position and should you be strongly advocating for one to be created? If your organisation does have one, is it fit for purpose and providing sufficient support and guidance for staff? These are now key questions as AI becomes one of the defining characteristics of our times.

In the dynamic landscape of organisational management, two crucial entities often stand at the forefront: the Project Management Office (PMO) and the Value Management Office (VMO). Throughout this article we’ll explore where these entities intersect, highlighting their differences and uncovering their shared objectives. Understanding the PMO Traditionally, PMOs serve as the nerve centre for project governance, providing oversight, standardisation, and support across projects within an organisation. They streamline processes, enhance communication, and ensure alignment with strategic goals, fostering project success from inception to delivery. PMOs are integral in maintaining operational excellence and ensuring that projects are executed efficiently and effectively. Exploring the VMO Conversely, the VMO operates with a strategic lens, focusing on maximising the value derived from investments, projects, and initiatives. It scrutinises the entire value chain, from ideation to realisation, emphasising outcomes that drive sustainable growth and competitive advantage. VMOs are concerned with the broader spectrum of value creation and realisation, ensuring that every project and initiative contributes to the long-term success of the organisation. Identifying Differences While PMOs concentrate on project execution and delivery, VMOs are vested in value creation and realisation. PMOs emphasise project management methodologies, governance frameworks, and operational excellence. In contrast, VMOs prioritise strategic alignment, benefits realisation, and portfolio optimisation. The distinction lies in their core focus: PMOs on execution and VMOs on strategic value. Recognising Similarities Despite their differences, PMOs and VMOs share common ground in their commitment to organisational success. Both entities advocate for transparency, accountability, and continuous improvement. They harness data-driven insights to make informed decisions, mitigate risks, and seize opportunities, driving value at every stage of the project lifecycle. Harnessing Synergy The convergence of PMO and VMO ideologies presents a compelling opportunity for organisations to enhance their project and portfolio management practices. In today's dynamic organisational landscape, the integration of Project Management Offices (PMOs) and Value Management Offices (VMOs) offers a powerful pathway to enhanced project and portfolio management. By embracing a holistic approach that melds project management with value management principles, organisations can unlock significant synergies and drive success. Fostering collaboration and alignment between PMOs and VMOs leverages their complementary strengths, ensuring that projects are not only executed efficiently but also deliver maximum strategic value. This integrated approach optimises resource allocation, accelerates time-to-market, and amplifies return on investment. Moreover, by cultivating a culture of continuous learning and adaptation, organisations can stay ahead of evolving best practices and emerging trends in both project and value management domains. This proactive stance ensures that they remain competitive and capable of seizing new opportunities as they arise. Ultimately, the synergy between PMOs and VMOs represents a strategic advantage, driving organisational excellence through enhanced transparency, accountability, and a relentless focus on value creation. Embracing these principles will position organisations to achieve their goals more effectively and sustain long-term growth. Conclusion In conclusion, integrating PMOs and VMOs enhances project and portfolio management by combining efficient execution with strategic value delivery. This synergy optimises resources, accelerates time-to-market, and maximises ROI. Embracing continuous learning and adaptation ensures organisations stay competitive and innovative, driving long-term success and organisational excellence. About the author David is a Consultant with over 2 years of experience, based in our Newcastle office. With experience in the Northeast, David has a vast amount of expertise focused on the Business Change and Transformation sector of our business. With a keen eye for irreplaceable talent, David’s expertise covers all areas of Project teams, from Portfolio Management to Project Support Officers. Discover our latest roles here. To find out how Harvey Nash can support you with your recruitment needs, please click here.

About the Report This Nash Squared Digital Leadership Report Pulse Survey was created to provide a mid-year update to the Digital Leadership Report which was published in November 2023. It forms part of this larger annual survey of technology leadership, which is the world’s largest and longest running survey of senior technology decision makers, identifying technology trends for over 25 years, and taking in the views of over 50,000 technology leaders over this time. The Pulse Survey was undertaken in May 2024 and captures the views of 322 tech leaders globally (182 in the UK) on key factors that may have changed in the last six months. Most had taken part in the Nash Squared annual Digital Leadership Report, allowing Nash Squared to supplement the data of this shorter Pulse Survey with a more extended data set (2,100 responses). The average technology budget was $5m-$10m. Job roles of respondents: CIO / CTO / Director 53%, Head of tech / digital 20%, Technology practitioner 19%, CEO/MD 7%. Responses came from 24 countries. The next annual Nash Squared Digital Leadership Report will be published in February 2025. To view a full copy of the results, please visit https://www.nashsquared.com/dlrpulsesurvey Download the report here About Nash Squared Nash Squared are the leading global provider of technology and talent solutions. We’re equipped with a unique network, that realises the potential where people and technology meet. For over three decades we’ve been helping clients solve broad and complex problems, building and transforming their technology and digital capability. www.nashsquared.com

Predictions that AI will have a major, rapid effect on jobs appears overhyped Chief AI Officers are on the up Tech leaders with a GenAI policy have doubled in just six months Unproven business case holds GenAI back Investment in technology remains strong Predictions that AI will have a major, rapid effect on jobs appears overhyped. Although almost three quarters (71%) of tech leaders (CIOs, CTOs etc) have deployed GenAI to at least some extent to employees, almost all (99%) report that it’s not yet replacing jobs. In contrast, over half (51%) are using GenAI as a personal productivity tool to support existing jobs, to make them more effective. But as GenAI is being rapidly rolled out more widely, the need to appoint a Chief AI Officer (CAIO) is also rising with one in twenty organisations already with one, and a similar proportion planning to appoint one. It is therefore expected that in time, one in ten organisations will have a CAIO. However, for the majority of organisations, the AI strategy still sits with the tech leader, the CIO or CTO. These findings are revealed today (18th June 2024) in the Nash Squared Digital Leadership Report Pulse Survey[1], which forms part of its larger annual survey of technology leadership, which has identified technology trends for over 25 years, and taken in the views of over 50,000 technology leaders. The Pulse Report Survey also found that to support employees, and ensure safe use of GenAI in their organisations, tech leaders have rapidly rolled out GenAI policies, with the number with a policy in place doubling in just six months. For many this has been a ‘retrofit’ after GenAI has been rolled out or adopted. Despite the rapid roll out of policies, four in ten tech leaders are still concerned about the misuse of GenAI tools. Unproven business case holding GenAI back Tech leaders can feel the potential of AI, but over half (54%) have yet to find a clear business case beyond a personal productivity tool, and almost a third (29%) are struggling with budgetary constraints. "Our Digital Leadership Report Pulse Survey paints a picture of great promise in AI, but also one where most tech leaders are still trying to make it work. There’s no doubt there have been some incredible advances. One tech leader mentioned how the last year has seen a giant leap in cancer screening through AI – good news for us all. Another talks about how Machine Learning has supported the increase in fundraising revenue for their higher education institution, opening access to a wider student population. But although the ’replace jobs’ impact of GenAI is headline grabbing news, in our discussions with tech leaders there is a sense that its impact will be evolutionary rather than revolutionary. As organisations change and grow AI will be stitched into the operations and structure; its impact happening bit by bit. In fact the Pulse Survey indicates that organisations with company-wide implementations of GenAI are in fact more likely to be increasing tech headcount in the next year than the average.” Bev White, CEO of Nash Squared Other key findings from the Nash Squared Pulse Survey include: Investment in technology remains strong – In the next 12 months, almost half of tech leaders (43%) expect to increase their tech budget, and one third (36%) plan to increase tech headcount. Of those organisations (67%) being held back by the economy, there is an expectation things will bounce back by the start of 2025. Focusing on efficiency – The top priority for tech leaders is to improve the efficiency of operations, typically through automation, AI and better use of data. However, three in ten see the revenue generation potential of technology as their top priority. Boards are therefore looking for technology to improve both top line and bottom line. Hybrid working comes of age – In the last six months, one in six organisations (16%) have increased the number of days employees are expected in the office. For those organisations where employees are mandated to be in the office, the typical time expected has moved from 2-3 days to 3 days. And 88% seem happy with the results, four in ten (43%) report it is working ‘extremely well’ (up 17% in six months), and a similar number (45%) reporting it’s working ‘quite well’. But more days in the office does have consequences, especially on diverse hiring. Most report sustainability and diversity are not moving forward – Compared to this time last year, the majority of tech leaders (68%) report that progress on sustainability has either stayed the same or declined, and a similar proportion (72%) report the same with diversity initiatives. The Nash Squared report notes that there is still more work to do in both of these areas, as standing still is moving back. About the Report This Nash Squared Digital Leadership Report Pulse Survey was created to provide a mid-year update to the Digital Leadership Report which was published in November 2023. It forms part of this larger annual survey of technology leadership, which is the world’s largest and longest running survey of senior technology decision makers, identifying technology trends for over 25 years, and taking in the views of over 50,000 technology leaders over this time. The Pulse Survey was undertaken in May 2024 and captures the views of 322 tech leaders globally (182 in the UK) on key factors that may have changed in the last six months. Most had taken part in the Nash Squared annual Digital Leadership Report, allowing Nash Squared to supplement the data of this shorter Pulse Survey with a more extended data set (2,100 responses). The average technology budget was $5m-$10m. Job roles of respondents: CIO / CTO / Director 53%, Head of tech / digital 20%, Technology practitioner 19%, CEO/MD 7%. Responses came from 24 countries. The next annual Nash Squared Digital Leadership Report will be published in February 2025. To view a full copy of the results, please visit https://www.nashsquared.com/dlrpulsesurvey. About Nash Squared Nash Squared are the leading global provider of technology and talent solutions. We’re equipped with a unique network, that realises the potential where people and technology meet. For over three decades we’ve been helping clients solve broad and complex problems, building and transforming their technology and digital capability. www.nashsquared.com Media Contacts: David Pippett, ProServ PR- david@proservpr.com+44 (0) 7899 798197 Michelle Thomas, Nash Squared- michelle.thomas@nashsquared.com+44 (20) 7333 2677 [1] The Pulse Survey was undertaken in May 2024 and captures the views of 322 tech leaders globally (182 in the UK).

Nash Squared CEO, Bev White, shares her thoughts on the importance of the senior leadership team of an organisation having an impact on the diversity of the workforce. This article first appeared on ComputerWeekly.com. Awareness is not enough - building a diverse and inclusive organisation requires leadership There is no shortage of agreement that diverse and inclusive teams create better business outcomes. And yet, in technology the needle has hardly moved. Nash Squared’s 2023 Digital Leadership Report shows that 14% of technology leadership teams are female. In 2016, that figure was 11%. The difference is almost negligible. So, what’s the blocker? It’s not that there isn’t an appreciation of why diversity matters. The ‘why’ is well understood. Most businesses have provided training and education for leaders and managers on the D&I agenda, they’ve raised awareness of the increased creativity and problem-solving capacity of diverse teams, they’ve underlined that the skills gaps affecting the industry could be filled (at least partially) by widening the talent pool. There has also been awareness raising around the importance of the language we use, the behaviours we project, and the need to guard against prejudice and unconscious bias. But despite all these efforts, not enough has changed. I believe we need to move past the awareness phase and take an increased focus on the ‘how’ of the agenda. In other words: we’ve set our goals, we’re committed to the task – how are we actually going to make it happen? Leadership accountability and consequences The answer to this sits first and foremost with leadership teams. Because increasing diversity starts with leadership. It is leaders that set the strategy and the culture, which managers then carry on a day-to-day basis. In some businesses, I think there may be a feeling that leadership has played its part by establishing the ‘why’ – and can now sit back and watch it happen But the fact is, that’s not enough. Leadership is accountable for the cultural direction of a business and for its progress with diversity and inclusion. That accountability means there must also be consequences for following through, or not following through, on the agenda. This is a hard step, but a necessary one. D&I should be part of all of the leadership team’s performance appraisal – with outcomes, either positive or negative, that really mean something: whether that’s the performance rating given, pay or bonus decisions, or another reward outcome. The whole of the leadership team – the Executive Board, the Operating Board, however, the organisation is managed at the top level – should be included in this, because each leader has responsibility for at least one part of the business and every single part of the organisation can make a difference. Every part of the business either adds to or detracts from the diversity of the organisation. Some teams or functions may have relatively few people but have an influence on policies that affect diversity and/or are influential with the company’s supply chain or wider stakeholder groups that feed into the culture and diversity of the business. Tracking and acting on what the data is showing you With this accountability as the bedrock, it is then about ensuring you are tracking the right metrics for your business (aligned to your D&I goals) and have real and accurate data flowing into them. Whether it’s recruitment, retention, promotions, leavers, allocations of individuals to special projects, flexible working arrangements, or another area of importance to the agenda, it’s essential to have reliable and granular data. Only then can you really hold the mirror up and answer the question: are we actually doing what we said we’d do? It’s also essential to keep checking, monitoring and listening. Only in this way can you identify issues holding you back and take action to address them. For example, you might choose to create an Inclusion Index using the staff engagement survey that can be tracked over time. You might explore the barriers faced by under-represented talent within the business. You might consult with specific groups when creating or reviewing important policies. These can all act as important ‘nudges’ towards a more diverse and inclusive business. Recruitment & retention Recruitment is a key area. Alongside traditional hiring routes, consider apprenticeships and schemes to attract diverse next-generation talent as a way of boosting diversity at entry level. Across hiring activities, place the emphasis on the skills and competencies needed for a role rather than getting hung up on specific qualifications or X years of experience. For experienced hires, don’t overlook groups with valuable knowledge and capabilities, like women returners. Retention is just as important. Are there fair and equitable routes for everyone up through the business? Are opportunities being fairly allocated? What do the promotion statistics show? Are you suffering a diversity drop-off in that all-important middle layer? You need to make sure that the cultural ambition you’ve set for equity and inclusivity is showing up on the ground. Invest also in training and learning resources so that everyone has the opportunity to grow their skills and further their personal development. Where they can see a rewarding and engaging path ahead of them, people are much more likely to stay. Redoubling the effort Building a diverse organisation is complex, with many contributory factors. It takes time and isn’t something we’ll solve quickly. But the time has come to double down and challenge ourselves to do more. The bottom line is – it starts at the top. If leadership doesn’t fully own and become materially accountable for how diversity and inclusion are grown, we will never see the change that we all want to bring about. Bev White, CEO, Nash Squared will be speaking on this topic at London Tech Week on 12th June in a session entitled, Diversify your Talent Pipeline – Building a Future-Ready Tech Team. 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.

Nash Squared Chief People Officer, Andrew Neal, looks at where we are with our understanding of GenAI and why we should be cautious. This article first appeared on ComputerWeekly.com. First, an admission. I am not a GenAI expert. Then again, who is? Even the computer scientists, coders and product developers behind Copilot, ChatGPT and Bard have only essentially made the tools available – even they can’t be totally sure of what the future ahead of us looks like as the machine intelligence learns and expands. It’s inevitable, in fact, that with a technology so new and that’s developing so fast, there are a whole clutch of unknowns alongside the things we can be sure of. The known value of GenAI What we do know is that GenAI has incredible potential. It could revolutionise the ways in which we all work and add huge value to what we do. Simply as a support tool to enable us to get things done more quickly, the power of GenAI is already clear. It’s akin to a ‘virtual assistant’ or, in human terms, a really smart intern who can find, extract and present whatever you’re looking for to you. Whether it’s instantly finding and formatting specific technical information that you need, writing first drafts of documents or presentations, creating templates for policies, contracts or other assets, summarising and comparing source materials, or automating the compilation of meeting notes and actions – GenAI can be a powerful aid to us all. In most of these cases, it will take you 60-70% of the way. The human needs to tidy it up, smooth out the rough edges and likely add some context to it to get it over the line. This does mean that people need to hone new skills to work effectively with GenAI – casting a sharp editorial eye over content, having the ability to critically review and assess. It also means that we need to guard against a ‘deskilling’ risk – where people become over-reliant on technology to do things for them and lose their own professional and curious edge. Another thing that’s clear is that GenAI really isn’t so good (at least at the moment) for creative, imaginative, innovative content – that remains the preserve of human beings and on present evidence looks set to stay that way! The unknowns… But there are unknowns too. The biggest of these – the elephant in the room – is how much GenAI will eat into all of our current jobs. How much human activity will become redundant because of it? It has become commonplace to say that AI will augment humans, not replace them; that it will enable people to spend more of their time on value-adding activity and take away the tedious time-consuming tasks. I genuinely believe that is true. But nevertheless, there is always that fear that lurks around the edges – just how far will it go? There may not be a significant threat now or in the next few years – but who really knows what things will be like in 5, 10 or 20 years’ time…? What excites us Putting that aside, GenAI is probably the most exciting technology development since the creation of the internet. It’s moving so fast. Already, in the space of little more than a year it’s improved hugely from its beginnings. I’m seeing outputs from it that are truly impressive. It is also set to expand ever further into the infrastructure of how we work. It has already moved from being a standalone tool that you had to go to, to being stitched into our email systems and search engines. It is also set to become an increasingly shared resource across teams. Rather than people using it individually (and haphazardly), it will be like a common platform or portal that team members work from. It will be similar to how many of us have moved away from shared drives to shared environments like Teams with living documents and instant updates. Another exciting possibility is that we could get GenAI talking to GenAI. In other words, one GenAI application asking another GenAI system to input or update on what it has produced. The results may not come back to the human user until it’s been through this machine conversation or conference – giving even better results. What scares us But this brings us back round to the unknown/fear side of the equation. Are we truly witnessing the birth of the rise of the machines? We talk about human roles being enhanced and augmented, but at what point do we actually mean ‘replaced'? Then there are all the well-rehearsed issues of the accuracy of GenAI’s outputs given the amount of falsehoods and misinformation on the internet, hallucinations, bias, data security and privacy. Certainly, one aspect that is scary at the moment is how few businesses are really geared up to manage GenAI safely. Nash Squared’s 2023 Digital Leadership Report that surveyed over 2,100 technology leaders around the world found that 42% felt unprepared for the demands of GenAI. Only one in five had an AI policy in place. Over a third didn’t have any plans to even attempt one. Putting in the guardrails In my view, a clear policy that sets out some basic ground rules and guidance over the use of GenAI is absolutely essential. For example, for externally-facing outputs there must be a ‘human in the loop’ to review and sense-check first. It is also crucial that staff understand that some GenAI applications put everything ingested into the public domain – so there must be necessary checks and balances in place to prevent commercially sensitive information, or customer confidential data, being inadvertently published. At Nash Squared, we introduced an organisation-wide policy last summer and it has proven highly beneficial in helping people use AI tools productively and safely. It doesn’t just set the rules – it gives people the support they need and helps build their confidence in using it, as we trial and understand the usages of AI in our own business. There is so much ahead of us as GenAI continues to evolve and develop. It truly is an exciting time to be in the professional working environment. But it is also simply essential that businesses put in place the right controls, guidelines and support mechanisms to ensure they can move and adapt with confidence, agility and speed.

What of the CIO? Ankur Anand, CIO at Nash Squared, looks at how the role of the Chief Information Officer has evolved and where it’s heading in the future. This article first appeared in Computing. Technology is supposed to make our lives easier – but is it getting harder to be a CIO? There is a rising tide of technology as it becomes ever more important to how companies operate. But whether or not the CIO becomes more important with it depends on how the individual responds. Whereas going back a decade or so technology was mostly controlled on-premise by the CIO, the move to the cloud has democratised IT. There aren’t just multiple stakeholders but even multiple owners of tech now. This means that CIOs need a new mindset and new skills, collaborating with the business, influencing, guiding, and persuading. They need to be more fluid, adaptable and prepared to deal with the ambiguity that can come from blurred lines. It’s very different to the ‘command and control’ of the past. And it doesn’t end there. Over the coming years, I expect the evolution of the role to accelerate even further. CIOs will need to adjust and adapt even more to deliver against expectations. CIOs moving to the heart of strategic decision making – propelled by AI In particular, this will be driven by the advent of AI and GenAI. With so much hype and expectation around these technologies, Boards are looking to their CIO to cut through the noise and provide clear counsel on how they can be deployed and scaled in the organisation. Because Automation and AI is becoming key to business strategy and future direction, so too the CIO is moving much closer to strategic thinking and decision-making. In my view, this will be a big change for CIOs in the next five years. Whereas up to now they have primarily been informed of strategic decisions that have been taken and charged to execute the technology aspects arising out of them, moving forwards CIOs will be actively involved in the strategic decision making itself. They will have a bigger opportunity to shape the strategy – they may be the one with the vision, who understands the art of the possible, and who sets that out to the Board and wins buy-in and engagement. They will be at the forefront of defining new business models, working in close partnerships with teams and functions across the organisation or coming up with innovative ideas to drive automation with data. In short, they will have a more prominent and active seat at the strategic Boardroom table. We are already seeing this in the hard data – our 2023 Digital Leadership Report finds that 68% of CIOs now sit on the operational board/executive management team, up from a recent low of 61% in 2020. The implication is that when new technology challenges arise (such as in the wake of the pandemic), technology leaders’ influence grows. Our research also finds that when digital leaders are given a seat at the top table, it delivers advantages in terms of outperforming the competition across many metrics, including a 20% uplift in adopting new technology and a 24% advantage in attracting and retaining talent. Greater responsibility for outcomes It's an exciting prospect – but it also comes with increased responsibility. Boards are making CIOs more responsible for outcomes and this is another trend that will increase. Accountability for the success or otherwise of technology investments sits with the CIO. This is as it should be, but it also means that CIOs will need to double down on ensuring there are appropriate governance mechanisms and controls within the business so that technology doesn’t become an unstructured ‘wild west’. The CIO must set the guardrails and basic protocols for technology. Then it is about collaborating and delivering together as a business. Then there is data. The key importance of enabling data to flow across an organisation, and to be able to leverage it to drive insights into business performance and customer behaviour – not to mention security and privacy – has led to data management and strategy moving up the list of most CIOs’ responsibilities. Indeed, we have begun to see data being highlighted specifically within CIO job descriptions, and even the creation of new job titles such as CDIO (Chief Data & Information Officer) or CDAIO (Chief Data, Analytics & Information Officer). Partnership and collaboration with the CTO Over the last few years, we have also seen the rise and growing prominence of another key postholder: the Chief Technology Officer (CTO). Broadly speaking, I see the CTO’s role as being very technology-focused, managing operational issues around ‘hard tech’ products and solutions. The CIO meanwhile will retain a wider enterprise focus on business needs and strategy. Without doubt, working closely together in a creative and two-way partnership will be a key determinant of success. Given the growing strategic emphasis of the CIO role, another interesting side-question is whether we will see more of them moving to the top role of all – CEO? My hunch is that we will. Our own CEO at Nash Squared, Bev White, is a former CIO and there are a number of other examples in industry. A passion for technology A lot of change is coming, and with it a raft of possibilities. But one thing I hope doesn’t change about the CIO is that they should be passionate and obsessed with technology in all its forms. Yes, they are becoming strategists and business decision makers – but it’s that love of technology, that compulsion to understand it and explore, that will really enable the CIO to bring business and technology together in new and exciting ways. They should be that person who, on the train, is reading that new book (on their phone or e-reader) about AI or edge computing or the metaverse. Let that remain!

London, [April 2024] Harvey Nash, the leading global technology recruitment business has named Lola Yesufu from Ireland, the winner of its second Global Contractor of the Year Award in recognition of her outstanding performance and commitment as a Harvey Nash Contractor. Harvey Nash launched this award to acknowledge the impact their 11,000 strong contractor community has on global businesses and economies, using their expertise and knowledge to complete crucial projects for organisations. After a rigorous selection and judging process, Lola was crowned the overall winner of the award, beating off highly qualified competition from around the world. Lola currently works as an IT Scrum Master for Harvey Nash at Fidelity Investment in Dublin, a role she has held since 2023. Lola’s exceptional leadership skills were singled out by her manager who highlighted how she not only had a significant impact on the business, but also on how her team worked and developed together. Coupled with this, Lola’s own personal story is inspirational; as a single mother of three who left her home country for Ireland and took on various roles that allowed her to focus on her children before re-entering the tech sector, her positivity, determination and optimism shone through. “Lola is really deserving of this award. She embodies our values and her dedication to delivering exceptional results for our client is clear. What is more, her positivity is contagious and I for one loved her take on the word ‘no’ simply meaning ‘next opportunity’," said Andy Heyes, Managing Director of Harvey Nash UK & Ireland, Central Europe, AUS & Spinks. Bev White, CEO of Nash Squared, Harvey Nash’s parent company, said: “We are immensely proud of Lola and all of our contractors around the world. One of our core values is that we are human, and we appreciate the contribution of each person, whether they are a candidate, contractor or employee. Seeing first-hand what this recognition means to our contractors really cements the reason we do this. The power of saying thank you is enormous, and this award gives us a chance to acknowledge our talented contractors, and to express our gratitude to them for all the value and skills they add to organisations worldwide.” Commenting on the award Lola added, “I am immensely grateful for being named Harvey Nash’s Global Contractor of the Year for 2024. To be acknowledged alongside industry luminaries is truly humbling. This accolade serves as a testament to the enduring power of perseverance in the face of life's adversities. "As I reflect on this journey, I am inspired to share a message of encouragement with women of all walks of life: In the midst of juggling family and career, let perseverance guide your path. Never let failures discourage you, for they are merely stepping stones to success. Let us empower one another to reach new heights and defy all odds.” As well as the global recognition from this award, Lola will also receive a prize of £2500. For more information about the Harvey Nash Contractor of the Year award please contact Rachel.Watts@HarveyNash.com

Improving tech diversity through Harvey Nash NextGen solution FSB Technology is an award-winning sportsbook platform at the forefront of innovation. During periods of significant growth, FSB wanted to ensure hiring incorporated a long term people and talent strategy for technology which was inclusive and forward-thinking. Objective To promote inclusion and diversity within the tech team, FSB wanted to increase the number of women and talent from underrepresented groups it hired, which was much lower than industry average. Additionally, the company needed to attract candidates with exceptionally high analytical capability and technology skills given the complexity of the platform. Solution FSB engaged Harvey Nash NextGen to develop a technology focused graduate programme to support diverse hiring alongside skills development. Harvey Nash’s NextGen hire train deploy solution was able to cast a wide net to attract graduates from many diverse backgrounds. Specifically, we looked for those with high aptitude and a passion for a career in technology. Our training academy then upskilled these talented individuals in the technical and soft skills they would need to add value right away and succeed in a professional technology team. We customised a curriculum to cover Full Stack Java Development and React alongside professional skills and commercial awareness. “We immediately saw the value in partnering with Harvey Nash NextGen to improve the diversity of our tech teams. Giving young people from diverse backgrounds an opportunity is something we are wholeheartedly behind at FSB.” by Sam Lawrence, Chief Technical Officer, FSB Technology The Results Over 12 weeks, our trainees underwent intensive training in the Academy and delivered against tight learning and project deadlines. We were pleased to increase the size of our intake based on strong candidate performance during interviews. Further, our first cohort included 75% Female participation and 75% inclusion of underrepresented groups. Following the first successful cohort, Harvey Nash NextGen ran a second programme the following year, further improving diversity and long-term skills development at FSB Technology. Harvey Nash NextGen Developing the next generation of diverse tech talent for global businesses through our hire, train, deploy model. We take the time, cost, and hassle out of finding the right talent at the right time, helping you to build the next generation of talent your business needs. We provide opportunity to those from underrepresented groups and empower them, build confidence and offer the tools needed to succeed. Discover NextGen here.

Redesigning recruitment processes to meet increasing demands for IT skills at University of Salford. Faced with an increase in demand for specialised IT and digital skills, the University of Salford recognised the need to modernise and streamline its recruitment processes. Objectives: The University of Salford needed to bolster their internal IT and digital functions to support their digital transformation journey to improve services. Challenges: With no internal capacity, a lack of internal process and attraction strategies to meet the increased demand for digital skills, the university sought a partner support, to source and onboard digital talent on both a contingent and permanent basis. Solution: Harvey Nash designed and implemented a fully outsourced recruitment solution for contingent and permanent recruitment. Auditing their existing recruitment journey, we modernised and streamlined the interview process, provided regular market insights, launched a multi-channel marketing campaign complete with a dedicated campaign landing page and promoted diversity through anonymised CVs and inclusive hiring practises. “Our roles must be professionally marketed and represented and working with Harvey Nash as our trusted partner adds so much value. They truly understand us and the market we operate in. Further value is added with their experience and network, allowing us access to top-quality candidates. The pace we can recruit at and its simplicity is for us a game changer in a world where time is precious.” by Tony Stephens, Associate Director Digital Strategy, Salford University The Results High fulfilment rate Harvey Nash achieved a 95% success rate indirectly filling permanent and contingent IT and digital roles, demonstrating the impact of our effective recruitment strategies. Operational efficiency Our solution removed the administration burden for the university's internal teams and expedited the hiring burden of senior leadership team, resulting in a streamlined process that significantly reduced time-to hire and enhanced the overall quality of candidate placements. Brand representation Through ongoing engagement, we have effectively positioned the University as an attractive employer in the Northwest, adeptly communicating their employer value proposition and promoting a diverse and inclusive workplace. Harvey Nash Higher Education practice With over 35 years’ experience, our Higher Education practice, delivers solutions that connect organisations with the very best talent. Cost optimisation, world-class student experiences and market competitiveness are just some of the factors driving digital transformation agendas and hiring strategies across Higher Education and require expert advice to deliver on. This is where we excel.

Providing a flexible resourcing model for service excellence transformation. The University of Edinburgh were seeking a recruitment partner to support them in delivering a blended model of resources to deliver their ‘Service Excellence’ transformation. Objectives: The university sought to hire interim resources efficiently and compliantly for change, infrastructure, and development. They needed this at scale and at speed, requiring a recruitment partner who could adapt with their evolving needs. The ideal partner would help to streamline the recruitment process while strictly adhering to high governance standards. Challenges: The main challenge lay in recruiting talented professionals in a competitive market. Harvey Nash designed a compelling attraction strategy that highlighted the university’s exceptional work. Given the extensive range of skills needed, consistency of communication across the whole Harvey Nash team was important to ensure the right skills were sourced by our internal delivery teams. Solution: Harvey Nash implemented a flexible delivery model, for both contract and permanent recruitment. A single point of contact ensured delivery standards were upheld and fully compliant. Regular meetings were organised to understand the scope of roles and cultural fit, resulting in hundreds of resources being delivered throughout the programme’s lifespan. “I had the pleasure of working with Harvey Nash for around 3 years while I was Transformation Programme Manager at the University of Edinburgh. They took the time to get to know our needs and the culture we were trying to encourage. Bethany, our consultant, genuinely felt like 'one of the team’ and continually came up with top notch candidates -even for tricky short term fixed term contracts while the market was very challenging.” by Brian Butler, Programme Manager, University of Edinburgh. The Results Scalable recruitment service Harvey Nash supplied the University of Edinburgh with a service that allowed them to quickly access the necessary resources with the appropriate skills to deliver the Service Excellence Programme, adapting to its evolving requirements. Compliance and governance Using a trusted framework gave Edinburgh University the assurance that all its recruitment practices adhered to strict governance standards. Additionally, we collaborated with the university to establish and follow best practices for IR35compliance. Streamlined communication With a single point of contact through a designated Account Manager, our collaboration ensured clear and consistent communication, facilitating efficient coordination and resource management. Harvey Nash Higher Education practice With over 35 years’ experience, our Higher Education practice, delivers solutions that connect organisations with the very best talent. Cost optimisation, world-class student experiences and market competitiveness are just some of the factors driving digital transformation agendas and hiring strategies across Higher Education and require expert advice to deliver on. This is where we excel.

Securing top talent against challenging market condition to deliver University of Dundee's digital transformation. The University of Dundee wanted to streamline their internal systems by replacing outdated departmental networks with TechnologyOne as their technology vendor of choice. This would provide an integrated solution for HR, Payroll, Finance and Research which would enhance the overall student experience. Objectives: To enhance the university's ranking through this Digital Transformation Program – OneUniversity - key resources were required including change, data, and development skills. The University of Dundee required a recruitment partner to support the implementation and augment their in-house existing team and recruit new resources. Challenges: At the time, the market was highly competitive, and Dundee was a difficult location to recruit in. Harvey Nash was engaged to recruit and help raise awareness for the transformation program in the tech talent market, with the aim of attracting local candidates from Dundee and the surrounding area. Solution: Our approach focused on understanding the culture of the university, their team and ambitions so we could effectively communicate their Employer Value Proposition. As well as committing to a 48-hour turnaround on CVs, we also streamlined the recruitment process, introducing a one-stage panel interview process to retain candidates in a highly competitive market and challenging location. “Harvey Nash’s exclusive partnership transformed our Digital Transformation Program at Dundee University with top-tier talent, ensuring a seamless process and successful project outcomes.” by Carrie Masterton, PMO/ HR Manager, Dundee University The Results Sourcing candidates from the local market: We focused our candidate search within Dundee and surrounding areas to ensure talent was not only skilled but also readily available for the university's needs. Speed to hire: We agreed to a 48-hour resume turnaround and created an efficient one-stage panel interview which expedited the hiring process, keeping pace with the project's demand and reducing candidate dropouts due to the competitive market. Relationship partnership: The exclusive partnership allowed Harvey Nash to gain deep insights into the university's needs, leading to tailored recruitment strategies and enhanced candidate-manager relationships, which contributed to the successful advancement of the Digital Transformation Program. Harvey Nash Higher Education practice With over 35 years’ experience, our Higher Education practice, delivers solutions that connect organisations with the very best talent. Cost optimisation, world-class student experiences and market competitiveness are just some of the factors driving digital transformation agendas and hiring strategies across Higher Education and require expert advice to deliver on. This is where we excel.

Rapidly sourcing talent to deliver a major transformation programme. Heriot Watt University embarked on a complex ERP replacement in early 2023 and faced challenges with their solution integrator as the programme advanced. Objectives Heriot Watt University initiated a critical ERP replacement programme in early 2023, aiming for a seamless transition and enhancement of their enterprise systems. Challenges During the programme, the university faced issues with the initial solution integrator which hindered the progress of the ERP implementation. In addition, financial constraints were hindering their ability to attract the talent they needed. Solution Heriot Watt University partnered with Harvey Nash for a project solution, securing six skilled contractors quickly and under budget, improving support for their ERP programme with efficient coordination and recruitment. Throughout our ERP transformation, Harvey Nash’s agility in rabidly sourcing quality talent within our financial constraint has been the cornerstone of our programme’s success, providing a clear path forward. Emma Wright, Programme Manager, Heriot Watt University. The results Rapid resource acquisition Harvey Nash provided Heriot Watt University with a swift hiring process, delivering six skilled Oracle ERP resources, covering business analysis, functional consultants and project managers within a remarkable time-to-hire record of less than two weeks for each role. Cost-effectiveness All resources were supplied consistently under the allocated budget offering financial efficiency within the ERP programme’s execution. Streamlined communication With a single point of contact through a dedicated Account Manager, the collaboration ensured clear and consistent communication, facilitating efficient coordination and resource management. Harvey Nash Higher Education practice With over 35 years’ experience, our Higher Education practice, delivers solutions that connect organisations with the very best talent. Cost optimisation, world-class student experiences and market competitiveness are just some of the factors driving digital transformation agendas and hiring strategies across Higher Education and require expert advice to deliver on. This is where we excel.

How can you use data to grow your business? Ian Bobbett, Chief Data Officer at Crimson and George Lynch, Head of Tech Advisory at NashTech (both part of Nash Squared) look at 5 key principles for success. This article first appeared on ComputerWeekly.com. It’s a moment that no Chief Data Officer (CDO) or other technology leader wants to experience – when a new BI data dashboard is presented to the exec and the reaction around the room is, “But that just doesn’t feel right!” In today’s business environment, one thing that is not in short supply is data. But managing that data, and turning it into accurate decision-useful insight, is much harder to do. It’s an issue that is more relevant than ever right now as businesses look to deploy AI and Generative AI solutions into their business – data is critical to success. The data challenge is a theme that consistently comes through in Nash Squared’s annual Digital Leadership Report. The 2023 report showed that only one in four digital leaders rate their organisation as very or extremely effective at using data insights to generate more revenue. This is despite the fact that half of digital leaders see data & analytics as one of the top two deliverers of return on investment. Across the piece, businesses routinely struggle to get the value they should be getting from data. The picture is similar across small, medium and large enterprises – although medium-sized businesses seem particularly squeezed, with significant volumes of data but not the sophisticated systems to deal with it that some of their larger counterparts have been able to invest in. So, given these issues, how can businesses begin to get their hands around their reams of data and use it to maximise performance, productivity and insight? Here are five key principles that we see as fundamental to success. 1. Begin with the impossible. And work back from there A great data strategy vision needs to be led by the business, not IT, as ultimately it is the business that will be using the data. IT has a critical role to play, but to really make the strategy have impact it needs to come from people who have no preconceived ideas about how it would work, how easy or hard it is to achieve, and – at least initially – cost. It is IT’s role to reverse engineer the desired outcome, and then work with the business to get a balance between dreams and reality. 2. There must be a ‘value exchange’ for the data strategy to work Another fundamental is that people across the business must have ‘skin in the game’ and a clear incentive to make data work. If capturing, curating and updating data doesn’t help a business area owner achieve their targets and objectives, it’s simply unlikely to happen. It’s when there is a value exchange – when multiple parts of the business benefit in their own different ways from particular sets of data – that the strategy will actually be translated into everyday reality. This means that, when mapping out the data strategy, it’s essential to consider what the priorities and needs of functions across the business are – and where and how they overlap, interconnect and mutually reinforce each other. These are the points of value exchange and should be supported and enabled by the data architecture design. 3. Data is more than a technical exercise – with many supporting features that need to be right The value of data lies in how it’s used – so it follows that a successful data strategy requires focus on the efficiencies and opportunities that surround it. This needs to be supported by governance – having clear standards in place around how data is managed, stored and curated. There needs to be clear ownership of data, with the relevant teams taking responsibility for data that falls within their remit. There must be sufficient support and training in place too, so that staff are equipped with the skills they need to handle the data. Across all of this, what is perhaps the key is instilling a data-oriented culture – the acknowledgement that data matters and that it is everyone’s responsibility to treat it carefully and properly. When data is treated like this, every day across the entire business, it is surprising what a transformative effect it can have. 4. Chief Digital Officer as a change agent not just a technical guru Needless to say, the role and leadership of the Chief Digital Officer (CDO), or other responsible technology leader, is critical. Too often, we tend to see CDOs appointed or viewed as technical experts. Clearly, good technical knowledge and experience is important – but at the same time, there is an IT team that the CDO can draw on for that. More important, in our view, is that the CDO has the ability to work as an agent of change, who can help forge the connection between commercial/performance aspects of the business and data & technology. This is the leap that organisations are really looking to make. It also means that the CDO should have a direct line to the top. In an ideal world, they will regularly be speaking directly to the CEO and/or Board, rather than through the mediation of the CIO or CTO. They need this direct exposure for their own purposes after all – to be effective, they need to be aware of and involved in many key business decisions and challenges. 5. AI makes good data even more important And then there’s AI. The huge interest in deploying AI (including generative AI) solutions just elevates the importance of good data even further – because without that, AI investments simply won’t work. AI holds enormous potential, and the growing excitement around solutions such as ChatGPT has put predictive analytics and machine learning right back on the agenda, but it’s vital to make sure you’re not trying to run before you can walk. Get a solid data strategy and structure in place, establish that it works and is giving the business what it needs – and then start thinking about AI. AI-powered solutions can help you get even more out of your data, but it also creates more data of its own and that needs handling and storing. There is also the risk of confidential data being placed into the public domain if using some GenAI engines. Clear policies on usage that are communicated across the business are therefore needed. We expect the market for private GenAI applications (such as Microsoft’s Co-Pilot or our own BonBon) to mushroom in the years to come. It has long been said that data is the new oil. It’s certainly true that data is what enables many businesses to keep running in the digital world. While getting data right is a notoriously difficult area – and few businesses would say they have it absolutely right – by following sound principles, and with good technical advice, organisations can make a significant transformation in how data flows around the business, informs decision-making, and drives a more profitable and customer-attuned organisation.

The last few years have seen a boom in demand for technology services as businesses digitised and transformed following the pandemic. But last year, this began to level out in a tough economic climate. As evidenced in the 2023 Digital Leadership Report, technology budget and headcount growth expectations dropped back from the highs of 2021 and 2022. Pay growth Despite this backdrop, we did see senior-level pay growth, in fact 65% of CIOs reported a boost to their earnings. That said, the typical increase was 5-10% which kept pay broadly in line with inflation. Above inflation, rises were focused in areas where technology is having a particularly strong impact on business performance. So salary-wise it was a good year to be leading transformation in the manufacturing / automotive sector, less good to be leading tech in advertising / PR. We’ve included this data, as well as salary benchmarks at the end of this article. Tech leader pay trends Technology is a well-paid discipline. As part of the Digital Leadership Report research, we collected information from respondents about their levels of pay. What is very clear is that there is a wide range of environments in which you can be a technology leader – and a similarly wide range of compensation. We found that, unsurprisingly, rates of reward increase the larger the organisation’s technology budget is. Amongst the smallest businesses (budgets of less than $1m), average total packages are $157,000 and upper quartile $200,000+. This rises to $456,000 average and upper quartile $700,000+ packages at businesses with tech spends in excess of $250m. It is important to understand both averages and upper quartiles. The average will include everyone in the sector, including all overperformers, all underperformers, people being paid too little and – whisper it quietly - people who are being paid too much. The upper quartile is more reflective of the salary that would attract someone into a new role, so is often the benchmark head-hunters use. Clearly, there is a lot of subjectivity here, and setting salaries rarely comes down to simply looking up benchmarks on tables. In fact when you do, as is sometimes the case in the public sector, the resulting salary might do a good job of keeping HR happy, but can do a less good job of putting a smile of the face of a high calibre candidate. That said, comprehensively sampled data is always a good place to start, and we’re pleased to share it here. One trend that comes through clearly in our data is that the larger the organisation’s technology budget (and the higher the compensation), the greater the proportion of reward in benefits or bonuses. Whereas at the smaller end of businesses with budgets below $1m, benefits are worth about a quarter of the total package, this climbs to approaching two-thirds at the top end. There are also marked differences and variations by sector. The lowest paying sectors (in terms of base salary) according to our research are Government (21% below the average), Charity/Non-Profit (-19%) and Education (-18%). The highest paying are Financial Services (+17%), Construction/Engineering (+17%) and Transport/Logistics (+13%). Interestingly, Technology itself sits broadly in the middle (-5%). The outlook for 2024 So, where does this leave expectations for 2024 – and what can individuals do to maximise their chances of securing higher rates of reward? The signs are that the recruitment market will strengthen as 2024 goes on, holding out the likelihood of rising reward packages. At Harvey Nash, we saw an encouraging pick-up in senior recruitment activity in the last quarter of 2023 which continued through the normally quiet month of December. On the current trajectory, I would expect this to build through 2024 with a consequent uplift in tech leader packages despite falling rates of inflation. A trend we saw emerging last year, which I expect to continue in 2024, is that businesses are prepared to pay a premium for candidates who combine leadership and business change experience (a hygiene factor) with deep technical expertise in specific priority areas such as data, security and cloud, along with outstanding soft skills. Engineers and developers who can lead complex projects, inspire teams and successfully get the best out of people are in huge demand. Last year, I worked with a VP-level candidate with a superb track record in product and engineering who also had impeccable people skills – this combination of skills meant he could have walked into any one of a number of roles and received five attractive job offers. Maximising your value How can individuals maximise their potential reward? Here are five tips based on what I’m seeing in the market. 1. Technical skills making a comeback. A few years ago, it was transformation and business change experience that really held sway. While these are still crucial, the rapid emergence of new technologies relating to data and automation means digital leaders need deep technical skills to lead or advise on their implementation in the business. Otherwise, what is the difference between the CIO and, for example, the CMO who is also a major user of technology platforms? That is why we’ve been seeing a renewed emphasis on securing technology leaders who really understand the technology, not just how it can be used. However, it is worth noting here that, while AI and in particular generative AI are hot topics that everyone is talking about, relatively few businesses are actually making large scale implementations of them as yet – so it may be another year or two before AI experience translates into a pay premium. 2. Good career moves favour the patient. It is likely to take anywhere from 3-6 months to find a suitable senior role in most cases, so be prepared to wait. Timing is important too. The market will move when it moves and this will dictate when rates really start to rise. So, know your sector and align your efforts when demand will be highest. 3. To go up, sometimes you need to move across. Astute career builders often look several moves ahead – they can see where they want to get to, but know they won’t get there all at once. Be prepared to consider a sideways move that will bring new experience, knowledge and skills. Develop a track record of successful project and people management. It’s the practical achievements that you can show that will ultimately help you reach a leadership or C-suite position. 4. Some sectors can favour their own. Remember that some sectors generally ‘favour their own’ and it’s hard to break into them without prior experience. Financial Services and Oil & Gas, for example, tend to look for individuals with an existing track record in their sector. Other sectors might be more open, particularly where there is a natural degree of overlap (Construction/Engineering and Transport/Logistics or Manufacturing for example). 5. Practical experience trumps qualifications. Qualifications, accreditations and certifications are certainly important – but practical experience and achievements generally carry more weight. In my experience, many employers show little interest in the technical qualifications a candidate has amassed. A certain level of technical rigour is regarded as a hygiene factor, after all. That said, other businesses will pore over a candidate’s professional qualifications very closely. My advice would be – if you’re passionate about gaining new qualifications and certifications, do it. It can’t hold you back and sometimes will work in your favour. A field of possibility One of the great strengths of working in technology is that it’s an exciting sector where new things come along all the time. It’s a sector that “comes to you” in terms of developments and opportunities. So, for many, there may be no need to move jobs as their role will naturally expand and evolve, with the reward package growing with it. However, if you’re in a role without much exposure to areas like AI and data which are evolving so rapidly, then it may especially be worth considering your options and exploring a move. Now is a good time to do so – the tech market in 2024 is set to be more positive than in 2023, something that we’re already seeing evidence of. Remuneration by budget Upper quartile* Average basic Average benefits % Less than $1m $ 137,000.00 $ 126,841.46 24% $1m-$9m $ 187,000.00 $ 161,739.13 31% $10m-$24m $ 224,500.00 $ 193,411.11 35% $25m-$49m $ 274,500.00 $ 235,310.81 48% $50m-$99m $ 300,000.00 $ 249,198.89 47% $100m-$249m $ 350,000.00 $ 263,086.96 65% More than $250m $ 424,500.00 $ 281,531.25 62% *includes supplementary research from Harvey Nash assignments Effect Sector has on base salary Government -21% Healthcare -19% Education -18% Advertising / PR -17% Healthcare -13% Telecommunications -11% Broadcast / Media -9% Technology -5% Business / Professional Services -5% Manufacturing / Automotive -2% Retail 0% Power & utilities 6% Pharmaceuticals 9% Leisure 10% Transport / Logistics 13% Construction / Engineering 17% Financial Services 17% CIOs who received pay increase in 2023, by sector Advertising / PR 34% Healthcare 48% Leisure 50% Technology 52% Financial Services 53% Business / Professional Services 54% Charity / Non Profit 61% Retail 63% Power & utilities 64% Global average 65% Broadcast / Media 66% Telecommunications 66% Government 68% Transport / Logistics 69% Education 73% Pharmaceuticals 78% Construction / Engineering 79% Manufacturing / Automotive 82% About the author Helen Fleming is the Executive Director for our UK South Specialisms, Search and Interim teams. With nearly two decades of experience under her belt, Helen is extremely knowledgable on the technology search space and is responsible for managing our technology specialisms and C-suite community from both a candidate and client perspective.

I feel incredibly honoured to have the wonderful task of announcing the winners to the inaugural Nash Squared EmpowHER Inclusion Awards – founded by wo+men@NASH. I was simply overwhelmed at the number of high-quality nominations from across the business - 241 in total! Congratulations to all who were nominated and of course, thank you to wo+men@NASH for co-ordinating the awards and enabling us to showcase the wonderful role models and allies we have across our business. - Bev White, CEO, Harvey Nash Champion of Success Tulsi Aghiri – HNTR USA Lauren Pratley – Nash Squared George Lynch – NashTech UKI Anshu Pal – HN India Louise Clarke – Crimson Karolina Fidrych – Flexhuis Sofie Pickaert – HN Belgium Cameron MacGrain – HNTR UKI Mui Pham Thi – NashTech Vietnam Louise Clarke – Crimson Inspirational Role Model Keegan Banks – HNTR USA Lalitha Sharma – HN India Kayleigh Duddy – Crimson Jill Gees – HN Belgium Kirsteen Bell – HNTR UKI Loan Pham Thi Tuyet – NashTech Vietnam Chitra Singh – NashTech India Rising Star Brenna Barnett – HNTR USA Grace Walsingham – Nash Squared Tanuja Sharma – HNTR India Olivia Yafai – Crimson Tatiana Paiu – HN Belgium Catherine Astier – HNTR UKI Von Tuong Thi Thuy – NashTech Vietnam Riya Sharma – NashTech India Happy International Women’s Day 2024! We, The wo+men@NASH ERG, are thrilled to take over the CEO blog today to share some heartfelt reflections on this significant occasion. But before we dive in, let's set the stage: When we use the term "women" in this document, we're referring to all individuals who identify as such, regardless of their sex assigned at birth. At Nash Squared, inclusivity isn't just a buzzword; it's the cornerstone of our ethos. Now, let's get to the heart of the matter. International Women’s Day serves as an annual beacon, reminding us of the strides we've made in advancing gender equality, while also shining a light on the hurdles that persist. Despite the increasing awareness and actions taken to address gender parity, women continue to grapple with inequality, harassment, and discrimination in their everyday work lives. Issues such as childcare, flexible working arrangements, menopause, the glass ceiling, the glass cliff, and the gender pay gap remain pressing topics of discussion and concern. This year, the theme of International Women’s Day is ‘Inspire Inclusion’. It's a clarion call for organisations worldwide to foster environments where women aren't just included, but valued, respected, and empowered. When women are included, they bring a tapestry of perspectives, innovative ideas, and invaluable contributions to the table. At Nash Squared, we understand the power of diversity and the importance of cultivating a culture of inclusion, where every individual feels welcomed, heard, and appreciated. But how do we translate this vision into reality? It begins with acknowledging the specific challenges that women face in the workplace, from microaggressions and stereotypes to imposter syndrome. To address some of these issues head-on, we're excited to share that we hosted interviews with women across our global business to delve deeper into these topics. These conversations revolved around key themes, including Breaking Barriers: Overcoming Imposter Syndrome, Balancing Act: Navigating Work-Life Integration, Climbing the Corporate Ladder: Challenges and Triumphs, and Mentorship Matters: Inspiring the Next Generation. Moreover, we encouraged everyone in our organisation to take advantage of the plethora of resources available at Nash Academy to educate, inform and provide invaluable insights and perspectives on fostering a more inclusive workplace. EmpowHER Inclusion Awards In line with the theme of 'Inspire Inclusion', we're thrilled to have launched the Nash Squared EmpowHER Inclusion Awards. These awards have been designed to recognise and celebrate individuals who have exhibited exceptional leadership and commitment to advancing inclusion within our organisation. By spotlighting diverse role models and allies, we aspire to inspire others to join us in cultivating a more inclusive workplace for all. International Women’s Day symbolises more than just a date on the calendar. Not only does it give a voice to those who perhaps haven’t been heard, it empowers, unifies, and fosters inclusion. It represents a movement where change is an outcome. A small token of recognition to celebrate women worldwide and the opportunity to voice individual stories is just a small step forward in the journey of a more inclusive and equitable future. When facing the challenge of gender inequality, our team's support is another step to creating a world where everyone can thrive, regardless of gender. Thank you for embarking on this journey with us, and let's continue to inspire inclusion, today and every day. Interested in joining our family at Harvey Nash? Visit our careers page or reach out to fraser.crewe@harveynash.com for more information.

On International Women's Day, our CEO, Bev White, shares her thoughts on the progress (and lack of!) there has been in the number of women in tech. This article first appeared on Computing.co.uk. Although gender equality is still nowhere near where it should be, as we celebrate another International Women’s Day I put myself in the optimistic camp. There are signs of change in society and business and, overall, things are moving in the right direction – the question is, how fast can we make that change go? Technology lagging on gender Certainly, in my own industry of technology, change needs to happen much faster. The Digital Leadership Report that we publish every year shows that the proportion of women in technology leadership roles and in the IT workforce as a whole is only inching up by degrees year on year. Our 2023 research showed that globally 14% of leaders and 23% of the workforce are female – these are the highest we’ve seen but there again the rate of change is glacial and they are far below where they should be. In fact, a sobering finding from the British Computer Society (BCS) is that, for the proportion of women in technology to grow to equal the 48% of women in the wider workforce, at the current rate of change it would take 283 years! I don’t know about you, but I am not prepared to wait nearly three centuries for women to have their rightful representation in the wonderful world of tech. It’s very frustrating to see such slow progress given how fantastically suited so many women are to careers in technology. Because there are so many different roles and skills needed in the industry – from technical skillsets through to broader problem solvers, communicators and creative thinkers – and women can tick all the boxes just as much as men. So why isn’t change happening faster in the technology industry? Partly it’s because transformation just does take time. There is no doubt that action is increasing at the entry-level end, and this is great to see. Initiatives like T Levels, the government’s digital boot camps aimed at Gen Z, and the growing number of schemes from employers specifically to attract a more diverse range of young talent, are all helping attract more young girls (and other young people from diverse backgrounds) into technology. There is further to go and more to do, but I am encouraged by what we’re seeing. Losing women from the pipeline However, the problem that we continue to encounter is that too many young women join an employer – and then bounce out again further down the line when their life circumstances change, perhaps never really returning to the professional marketplace. The middle and upper layers still need intensive focus. Because if we don’t fix that, no matter how many young women join at entry level, too few will make it through to the other side. There are many reasons why so many women bounce out. Sometimes it’s to do with the prevailing culture and attitudes of the workplace, which remain very male-dominated in many businesses. Often it’s to do with the struggle of balancing work with family and caring responsibilities which, despite societal change, still fall disproportionately on women. Changing the dynamic That’s why embracing flexible working is so important. This helps all of us, regardless of gender or other characteristic, to manage workloads and balance them with the other elements of our lives. It means that people can give the best of themselves and develop their full potential. But flexible working is only part of the story. More broadly, it’s about changing the dynamic, it’s a question of thinking about the structural governance and communication needed to create and sustain a diverse workforce. Sometimes this requires standing back and being very thoughtful and considerate about how, as leaders, you’re establishing the conditions where everyone can thrive. We had an example of this at Nash Squared which demonstrates the point. We hold all-company town halls once a quarter, and hold two events each time so that people from different parts of the world can join depending on what time zone they’re in. We have been holding these at 8am and 4pm GMT. But we noticed that attendance rates were a little below what we expected and hoped for: why was this? Discussing this as a management team, we realised that the times conflicted for some parents with school drop-off or pick-up times. We hadn’t properly factored this in. As a result, we are going to change the time for at least one of the sessions next time, and hope that this will enable more to join. Creating channels for diverse voices Another way of changing the dynamic is to give the opportunity for a wider range of diverse voices to be heard. Your leadership team may be lacking in some aspects of diversity – so look beyond your direct team sometimes and give other people the opportunity to step up and contribute in terms of reporting to the Board on specific projects, or representing the business to certain clients or suppliers. Look for that up-and-coming talent who can be mentored, supported and encouraged to grow – they will rarely disappoint! This can be a powerful tool not only for gender but other forms of diversity too. In short, it’s about finding ways of doing things differently. We’ve grown up as leaders in a system that’s very different to the one we need to create. So, we have to get used to trying new things, even if sometimes this takes us out of our immediate comfort zone. If we don’t do this, little will actually change. Reasons for optimism I said at the beginning of this piece that I am optimistic. Given all the challenges I’ve highlighted, you may be wondering why. Firstly, we’re seeing an improving picture across the Big Tech giants, with Google, Microsoft, Facebook and Apple all reporting progress in the numbers of women they’re recruiting and employing. These are brands that should be setting an example, and now are doing so through action and making their diversity figures publicly known. But a broader reason for optimism is that I believe there are more people who want the world to be a better place for future generations than those who don’t. More people than not look beyond outward markers like gender or ethnicity to see the capability and potential that’s there. That’s why I believe that we will make significant progress over time – even if I hope it doesn’t take 283 years. Let’s celebrate all the achievements and contributions of women this International Women’s Day – but remember that we should be doing that every day, not once a year. More accurately still, every day should be ‘International Diversity Day’. If that were the case, we’d soon see positive change accelerating and diverse people thriving in every walk of life. 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. With a rich background in pioneering innovation and a steadfast commitment to empowering businesses, Bev has propelled Nash Squared to unparalleled success within the dynamic realm of digital transformation. Her unwavering dedication to excellence and the cultivation of a dynamic corporate culture have positioned her as a respected figure within the tech industry.

Harvey Nash, the leading global technology recruitment business has named Manoj Yerra, the winner of its second Contractor of the Year UK Award in recognition of his outstanding contributions and forward-thinking approach as a Harvey Nash Contractor. Manoj will now automatically be entered into the Global Contractor of the Year process, along with all other winners from Belgium, Canada, Germany, Netherlands, Poland, Switzerland, Ireland and USA. Working with over 11,000 active contractors each year Harvey Nash has established this award and the Global Contractor of the Year Award to recognise the value these individuals deliver to businesses and economies across the world, using their skills and experience to deliver vital projects for organisations. Manoj was selected as the country winner for UK from a pool of highly qualified and passionate nominees. Manoj is a Data Architect working on contract for one of our brilliant clients, he has helped the business with their transformation across to Microsoft Azure helping to build an Azure data warehouse. Manoj had also provided skill transfer and knowledge share for other developers who hadn't worked in Azure before. He has been recognised via his Contractor of the year nomination as a massive asset to the business and their technological advancements. He was the judges favourite as his nomination highlighted his influence and importance within the team being named as ‘critical’ to the business. Manoj’s consistent track record of exceeding expectations, productive work culture and adaptability alongside his strong values has shown he is a worthy winner of the UK award. “I am delighted that Manoj Yerra has received our UK contractor of the year award. His nomination submitted by our client, highlighted his ability to achieve key technology goals while demonstrating passion, professionalism and drive which epitomises our organisations values. Huge congratulations to him and very best of luck for the global award.” Andy Heyes, Managing Director, Harvey Nash. Commenting on being named the 2024 Contractor of the Year for UK, Manoj added, “I am writing to express my heartfelt gratitude for the honour of receiving the 'Contractor of the Year Award' from Harvey Nash. I am truly humbled and honoured to have been recognised in this manner. Firstly, I want to thank the entire Harvey Nash team for the unwavering support, guidance and encouragement I received in the last 18 months. I want to wholeheartedly thank the team for nominating me for this award. This award is a testament to my hard work and dedication. Thank you so much for this award. It means a lot to me and I am truly grateful for this recognition. Receiving this award affirms my commitment to delivering excellence in every project I undertake. I am deeply thankful for the opportunities I have been given and look forward to continuing to contribute to the success of our future projects. Once again, thank you so much to the judges and entire Harvey Nash and team for this 'Contractor of the Year' award as well as my friends and family.” Manoj will now go through as a finalist for the Global Contractor of the Year Award, the winner of which will be announced in April. For more information about the Harvey Nash Contractor of the Year award please contact Rachel.Watts@HarveyNash.com

Harvey Nash, the leading global technology recruitment business has named Lola Yesufu, the winner of its Contractor of the Year Ireland Award in recognition of her outstanding professional and skillset as a Harvey Nash Contractor. Lola will now automatically be entered into the Global Contractor of the Year process, along with all other winners from Belgium, Canada, Germany, Netherlands, Poland, USA, Switzerland and the UK. Working with over 11,000 active contractors each year Harvey Nash has established this award and the Global Contractor of the Year Award to recognise the value these individuals deliver to businesses and economies across the world, using their skills and experience to deliver vital projects for organisations. Lola was selected as the country winner for Ireland from a pool of highly qualified and passionate nominees. Lola is a Scrum master working on contract for Fidelity Investments. Her nomination highlighted the importance of self-improvement and continuous development. Lola’s nomination clearly shows dedication to her specialism showcasing her leadership skills and clear commitment to ensuring transparent communication and fostering positive team relations. Lola’s nomination has clearly demonstrated their outstanding contribution to projects and professional delivery. Living the company values is very evident in her submission and her approach is centred around humility in all they do. “I am delighted Lola Yesufu has received our Ireland contractor of the year award. Her nomination clearly shows her dedication to her specialism with a brilliant track record and feedback from our client. This is amazing recognition and many congratulations to Lola and very best of luck for the global awards.” Andy Heyes, Managing Director, Harvey Nash. Commenting on being named the 2024 Contractor of the Year for Ireland Lola added, “I am truly honoured and excited to be selected as the Irish winner of the Contractor of the Year award. This means so much to me and I wouldn’t have made it this far without the help of my children, team and the Harvey Nash family. Being selected as the Irish winner of this award is a testament to the hard work, dedication, and innovation that we bring to our projects every day. It’s a recognition of the quality of our work and the impact it has on our communities. But it doesn’t stop here. I am thrilled to have the opportunity to represent our country on a global stage in the upcoming Global award. This is a chance for us to showcase the excellence and expertise of the Irish contracting industry to the world. Together, we have the opportunity to inspire others, to set new standards, and to pave the way for a brighter future. Thank you once again for this incredible honour.” Lola will now go through as a finalist for the Global Contractor of the Year Award, the winner of which will be announced in April. For more information about the Harvey Nash Contractor of the Year award please contact Rachel.Watts@HarveyNash.com

What is project and programme management as a discipline? This formal management disciplines overall aim is to ensure best practices through the principles, procedures and policies for a project from conception through to completion. A project can be defined as an undertaking with specific start and end parameter designed to produce a defined outcome. It must be stated these are temporary endeavours and different from ongoing processes within a business. Within my role and at Harvey Nash we focus on IT project managers and programme managers, which are individuals responsible for executing projects around the business’ information technology goals. These can include specific IT/technology change and transformation as well as more strategic business focussed change which can leverage technology for change in areas such as People, HR and Finance. IT project managers and programme managers may work across all industries as nearly all businesses rely on technology for a variety of business elements. IT project and programme managers are regularly non-technical roles, with a very heavy delivery focus across IT/technology focussed projects spanning the organisation, unless a specific technical project manager is required. Management of these projects with technical focuses will require the project manager to have an understanding of the technical aspects to support with communication and project delivery, this can include knowledge of specific systems being implemented. What is a project manager? So, what does an IT project manager do? The main aim of a project manager is to ensure a project is planned and executed on time, on budget and to the quality required to achieve the desired goal. All project management roles support in successful delivery of business and/or tech change/transformation. All work on a project or programmes will be focused on transforming or implementing initiatives and delivering from ‘A to B’. A project manager will normally manage individual projects to align with the business needs. What qualifications are desired by employers? Some of the most common certifications/qualifications our clients look for when recruiting a project manager include: Prince 2 APM PMI CAPM IAPM Most clients also look for BSc/MSc in a related subject, although this is not always necessary. What are Programme Managers? A Programme Manager is a progression from a project manager and looks after a portfolio of projects for an organisation with a more strategic approach. They will have visibility across a full range of projects ensuring accountability and collaboration. A business generally brings on a project or programme manager to ensure an effective, on budget, compliant project/programmes are implemented and completed successfully and on-time. These roles help an organisation manage all stakeholders and reporting which ensures effective communication across the business including to the board. In summary, while Project Managers focus on successful delivery of individual projects, Programme Managers oversee the coordination and management of multiple projects to achieve a broader, strategic, organisational objectives. Types of jobs in Project/Programme Management The most common job titles in this space are: PMO (Project Management Office) Project Manager Portfolio Manager Programme Manager Programme Director There are multiple other roles that are included in this discipline to ensure a programme and project is successful including Business Analysts, Business Change Manager etc. What are the key project management skills? Clients generally look for a range of technical and soft skills when hiring a project or programme manager. Some key skills and qualities desired are as follows: Stakeholder management Process management Project planning Project initiation Risk management Communication skills Organisation Time management Familiarity with project management methodologies and tools Adaptable Collaborative Leadership skills Problem-solving Critical thinking Presentation skills Budget management What are the salary ranges for project/programme managers? How much can project and programme managers earn? Typical salary rates have multiple considerations not only experience and location but sector and the latest legislation including IR35 for contractors. The salary ranges mentioned below are based on what we are currently seeing offered and cover junior individuals to more senior roles. Permanent position salary ranges: Junior to Mid-level Project Managers £50k - £70k Senior Projects Managers £70k - £90k Programme Manager £90k - £110k Programme Director £110k - £150k Contractors' daily rate ranges: Junior to Mid-level Project Managers £500 - £600 Senior Projects Managers £600 - £700 Programme Manager £700 - £1,000 Programme Director £1,000 - £1,500 Please bear in mind salaries vary considerably based on experience level and your location, we recommend speaking to one of our project management consultants for the latest salary information. Reach out to one of the team here. Benefits Most benefits offered are usually standard within the industry but can also include: Bonus (discretionary) Private healthcare/dental Uncapped annual leave Specific project management training/professional development Life insurance Car allowance (in certain circumstances) Career progression in project management There are a lot of progression opportunities in this vertical. The main progression I tend to see is candidates transitioning from Project level-individual project planning and execution to Programme level-strategy for groups of projects/interdependencies. As individuals get more experience in handling more complex and larger projects, they utilise this to then support a team of project managers across a wider programme. Progression in this discipline normally happens when delivery has been strong across their projects to demonstrate a good track record showcasing clear success metrics. All project managers looking to progress need to ensure they can execute successful projects across different scales and sizes whilst dealing with a range of stakeholders. An example of this would be a very delivery-focused project manager, who has successfully planned, managed and executed several individual projects in their career, wants to advance into a more strategic, larger-scale role overseeing a number of projects within a programme of work and levelling interdependencies between them. As programme managers will be leading and managing individuals responsible for projects, they will need to demonstrate strong leadership and communication skills. Aspiring programme managers need to showcase their ability to work at a more strategic level to achieve wider organisational objectives. We have seen greater progression in the contract market as contractors are generally bought into businesses to ensure end-to-end completion of projects with strict objectives and metrics to report on. Contractors, due to the nature of their role, are used to joining new environments and moving at speed as well as being more stakeholder agnostic. This means they normally have more varied experience to draw on for future projects/vacancies. Summary Overall, project and programme management are skillsets that are always in demand due to the benefits to organisations especially accountability and project completion efficiency. There are multiple career progression avenues for individuals in this space with many candidates working on innovative projects and advancing to oversee portfolios or programmes. As a senior consultant in this discipline it’s exciting to see how this area will evolve with the influence of emerging tech. About the author Joe Foreman is a Senior Consultant and part of the Birmingham Tech Specialisms team. A career change saw him make a transition from sports lecturing at college and university level into the world of technology recruitment. He is responsible for building out projects, change and transformation capabilities for his wide range of clients, seeking contract and interim resource. If you’d like to speak further about project and programme roles, then please get in touch.

What is data maturity? Data maturity is defined as an organisation's ability to manage and use data throughout its operations effectively. A data mature organisation can collect, manage and analyse data to extract meaningful insights which help the business grow. Why is data maturity so important? Data maturity is important as the more data mature a business is, the better equipped they are to identify potential areas of opportunity or threats. A popular example would be if a business is leveraging predictive and prescriptive analytics, a data-mature organisation is about to not only anticipate what will happen in the future but have a clear understanding of what actions to take. Across an organisation it can have many requirements, for example, it can predict which candidate will be the best fit for a new job opening or which suppliers are most suited for a particular product line of parts. How can you improve your data maturity? There are many approaches organisations may decide to take in order to increase their data’s maturity. The most important aspect to consider when looking at the maturity of your data is data management. In short, the better your data management is, the better your data maturity will be. However, simply improving your data management is not an easy task, especially when working within larger corporations. It’s a process that needs to be broken down into smaller pieces, that add to the bigger picture. You can improve various aspects of your data management by adopting some of these common processes: Define a data strategy – Develop a clear data strategy which aligns with the organisation's goals which include how an organisation intends to collect, manage, analyse and utilise Data. This also includes defining its approach to Data Governance, Data Architecture, Data Quality, Security, Data Privacy and Data Analytics. Set clear objectives and goals – Define specific and measurable objectives for improving data maturity. Important for organisations to benchmark current maturity levels and acknowledge/action areas of improvement as the data maturity level progresses. Invest in technology – Evaluation and investment in modern data management technologies that support data storage, processing and analysis. This can include Data Warehouses, Data Lakes and advanced analytics tools. It is crucial to continuously invest in technology ensuring a competitive edge and long-term value for the organisation. Monitor and measure progress – Establish KPIs and regularly monitor progress in terms of the impact of data management initiatives. A key activity that all organisations should be doing is to know where the organisation has come from in terms of data maturity, and its current level and to know the requirements to get to this point. Document best practices – Ensure best practices are well documented across the business, this is very important as this provides the footprint for an organisation to ensure its data maturity has long-term sustainability. Quote from Stephen Moffit at We Are Atmosphere: "In order to take advantage of the potential value of AI and analytics, businesses need a good level of data maturity. This means: Robust data governance and management to ensure the quality of the data being used Data intelligence across the business to enable everyone to understand, question and interpret the outcomes from AI and data analytical tools A culture that is built around the sensible use of data to achieve value and recognise opportunities in changing markets." The key benefits of ensuring data maturity Data maturity brings several key benefits to organisations as they advance their abilities to manage and leverage data effectively. Some key advantages as explained below: Informed decision-making - Mature data management practices enable organisations to access accurate, timely and relevant data. This ensures decision-makers make informed and strategic decisions based on data-driven insights rather than guesswork or hunches. Competitive advantage - Data maturity enables organisations to leverage their datasets more effectively gaining further insights into market trends, consumer behaviours and competitor strategies. This enables an organisation to adapt and innovate faster and gain that competitive edge. Innovation and adaptability - Data maturity naturally provides an organisation with a mindset of innovation and growth ambitions. It encourages experimentation, exploration and data-driven problem-solving across the organisation. Cost savings – A data-mature environment ensures an organisation optimises its data infrastructure, reduces data redundancy and eliminates inefficiencies resulting in cost savings Long-Term Sustainability - By investing in data maturity organisations lay a solid foundation for long-term success and sustainability. Final thoughts Overall data maturity is a critical aspect of an organisation's ability to harness the full potential of its data assets. In summary, achieving high data maturity is a complex process that involves multiple departments, processes and technologies to come together with a common understanding and drive for business success. About the Author: Daniel Neaves Daniel is a Senior Consultant within the Tech Specialisms practice focusing on the data market at Harvey Nash. With over 7 years of experience within the data domain, Daniel’s knowledge and expertise cover a broad space within the UK and German tech permanent markets. If you would like assistance in bringing onboard data experts who can significantly enhance your data maturity or would like to find out more about Dan, please get in touch at daniel.neaves@harveynash.com or visit his consultant profile here.

Harvey Nash UK&I, Germany, Poland, Switzerland, Australia and Spinks Managing Director Andy Heyes discusses a trend that has been been emerging recently - fractional working. This article first appeared on Computing.com. Working patterns have transformed in recent years, with a significant rise in flexibility including hybrid and remote working. Although there is something of a return to in-office working again as Covid recedes into history (our research suggesting that three days a week in the office is becoming the norm), nevertheless one of the pandemic’s legacies is a shift in how individuals work and engage with their employer. Alongside this, there is another emerging trend which may become increasingly common in future years – the notion of fractional working. This is essentially where an individual works on a freelance or contractor basis – but has a portfolio of part-time assignments simultaneously. It’s an established mode for certain senior roles – such as a fractional CISO or CIO – but is beginning to spread further down the layers of the workforce to include more junior positions. This is still relatively rare in the UK, where the great majority of freelancers work on one full-time contract at a time, but is something we are beginning to see more frequently in regions such as Europe. Attractions of the fractional working model From an individual’s perspective, there are several attractions to the fractional model. It brings greater freedom to take on a wider range of assignments, increasing the variety of the working week, with the opportunity to develop new skillsets and specialisms. It increases an individual’s independence and makes them less reliant on any one employer. It also means that there is scope to arrange a workload that allows other activities alongside – ideal for those who are also studying or have parental or caring responsibilities. In this sense, it is a model that may appeal to the Millennial generation, many of whom particularly value their independence and are reluctant, especially at an early stage of their careers, to commit themselves to one entity or pathway. There are also obvious potential attractions for groups such as returning mothers, who need to balance their work schedules with personal commitments. It won’t appeal to everyone, of course. There is a much higher degree of unpredictability and uncertainty, with no guarantee that an individual will be able to secure the number of hours they need. However, if the trend becomes more established then we can expect more fractional roles to come onto the market, giving candidates greater scope to mix and match their working schedule. What’s in it for employers? From the employer’s perspective, there are a number of strong reasons why this may be something to consider. Firstly, it opens up a wider talent field to draw from and may help businesses address the skills shortages that still plague the technology market. Nash Squared’s 2023 Digital Leadership Report found that 54% of digital leaders say skills shortages continue to prevent them from keeping up with the pace of change. The most scarce skills are data engineers, enterprise architects, software engineers and technical architects. Secondly, sourcing some positions through the fractional model could help organisations boost their diversity and inclusion profiles. Increasing diversity in tech has become a strategic priority for many employers: fractional workers are likely to be a diverse group with a wide range of characteristics. Embracing fractional working for some roles could also make employers more precise in the work they allocate to freelancers. There is greater scope to be very specific about hours, tasks and targets – meaning less wastage compared to contracting with someone on a full-time basis. Although it means more administration due to a higher number of roles and freelancers, it could actually make the business more cost- and time-efficient. The fractional leader At a senior level, the fractional or vCISO/CIO has already become an established part of the technology working landscape – and we can expect to see growth here too. For example, there are more regulations emerging requiring businesses to have a CISO. Not all companies need a full-time CISO (particularly small to medium-sized companies) – but they all need an effective security programme. By engaging a fractional executive, businesses can more surgically apply their professional capabilities, driving up efficiency and pushing down resource costs. For many companies, it's simply having access to a highly experienced professional who has the scars and bruises of having done it before, knows where the pitfalls are, and the tactics that have proven results, and that in and of itself can save a great deal of time, money, and reduce risk. It appeals to many senior and experienced professionals too, especially as they reach the later stages of their career when they may no longer want or need a full-time role. It is an opportunity for them to bring to bear decades of experience in helping organisations improve their technology and security programmes in actionable and pragmatic ways. In tune with the times At the same time, fractional team members are likely to become more common too – from coders and developers to architects, engineers and analysts. One of the triggers for this may be increasing levels of scrutiny of the tax arrangements of freelance and contingent workers, such as the UK’s IR35 regime which brings more individuals onto company payrolls and taxes them at source. Fractional workers are more clearly independent of the businesses they work for and so exempt from this. But it is also likely to grow simply because it is in tune with changing attitudes towards careers and work. There are advantages to be gleaned on both sides – and so we can expect to see growing numbers of fractional workers, and employers seeking them, in the years to come. About the author Andy Heyes is the Managing Director Harvey Nash UKI, Central Europe, Australia & Spinks. He is also a member of Nash Squared Executive Leadership Team. Andy has been at Harvey Nash for 25 years and has extensive experience working across all sectors and industries. Starting out in the contracts division of the London Office, Andy quickly progressed and was appointed as Managing Director for the UK South Technology Recruitment Business in 2020.

It has been brought to our attention that a company, Harvey Nash Egyptian Films Limited, is unlawfully using the Harvey Nash / Nash Squared names, along with our other insignia. The company is operating under the names 'HVN.TV', 'HVNTVEGYPT' and 'Harvey Nash Egyptian Films'. This company is not affiliated with or connected in any way to Nash Squared, Harvey Nash or any businesses in the Nash Squared Group. If you have any concerns, please contact info@nashsquared.com.

Nash Squared CEO, Bev White, takes out her crystal ball and shares her thoughts on what will be trending in technology in 2024. This article first appeared on ComputerWeekly.com. Technology is moving and developing faster than ever before. What do the next twelve months have in store? We like to look ahead at the end of every year, even if we don’t always get it right. Last year, we didn’t see generative AI coming (just like everyone else), although we did predict that it would be a massive year for automation, robotics and RPA (Robotic Process Automation). We also predicted that balancing the digital and the human would be key – this feels like a more pertinent point than ever now. And that getting the hybrid/in-office working model right would be an important focus – and this has proven to be a big area during 2023 as Big Tech in particular has increased its push to bring talent back inside its walls. Here is what we see as five really major trends next year: 1. Generative AI will need time to hit the heights There is no doubt that generative AI will continue to be a hugely important disruptor as the technology develops and organisations deploy it into their operations. However, we believe that after the initial excitement and hype of 2023, people will begin to ask more searching questions around “What can we actually do with this?”. That’s not to say that genAI won’t lead to incredible things. But that the eureka applications of it may take a bit longer to emerge. AI will become more embedded into day-to-day technology infrastructure – integrated into browsers, search engines and databases – so that it becomes less visible. This makes it even more important to get the rules around it right. Regulation is expected to appear soon, such as the EU’s AI Act, and it will be vital that this provides clear guidelines around transparency, explainability and anti-bias and disinformation measures. 2. But we will see the first massive AI-generated cyber attack On the risk side, generative AI has obvious capabilities to help cyber criminals launch sophisticated attacks at scale. We are already seeing instances of incredibly convincing, tailored phishing emails that appear to have been generated with AI. In time, the success rate of phishing campaigns could leap exponentially, from the present level of about 0.1% to anywhere around 20%. Then there is ‘AI poisoning’ – infecting the content that is subsumed into the learning process of an AI algorithm so that it becomes untrue, biased or downright malicious. To this we can also add malware - it may not be long before generative AI can develop malicious code that is almost impossible to block. Malware potency could hit new levels, and the cyber industry will need all its skill and investment (and some help from ‘good’ AI) to combat it. When we put these in combination, it’s not difficult to see the risks that generative AI poses – and it would be a surprise if we did not see it harnessed to create a significant, disruptive and prominent attack somewhere within the public sphere during 2024. 3. It won’t all be about AI Although AI and generative AI will be dominant themes, other areas will continue to develop. We can expect quantum computing to grow as an area of interest. Our 2023 Digital Leadership Report found that one in ten digital leaders globally are already actively considering its use, and quantum as a service (QaaS) is beginning to grow as an offering from the likes of IBM, Amazon and Google. If the cost of accessing QaaS falls, increasing numbers of businesses are likely to start using quantum computers to speed up the calculations and computations they need to solve key challenges. Uptake in quantum computing will be accelerated further if governments around the world follow the UK’s lead in committing significant investment (£2.5bn) in this area. Meanwhile, another non-AI discipline that we expect to see growing in 2024 is platform engineering. This featured at number 4 in Gartner’s top ten technology trends for 2024, and we agree it’s going to be big. Through platform engineers developing self-service infrastructure, templates and frameworks, it enables developers to accelerate their productivity and get to end results faster – at a time when technology budget growth is coming under more pressure, we can expect more focus on platform engineering as a way of bolstering ROI. 4. People will be frustrated about the lack of diversity progress in tech Levels of diversity in tech remain stubbornly and disappointingly low, despite efforts to change the position. Only 14% of tech leaders are women; while only around a quarter of tech teams overall are female and about the same proportion are from ethnic minority backgrounds. I think 2024 will be a year when increasing numbers of stakeholders within tech will lose patience with the glacial rate of change – and what I hope they do in response is to take control of the factors they can influence. That means making a difference on the ground, within individual companies and teams – reviewing not only the hiring policy and processes, but also questions such as ‘who represents our team in engagement with senior leadership?’ Try putting forward someone different, reflecting more diversity – and you’ll almost certainly find they do a great job and bring a different perspective to the Board, maybe changing their perceptions. It’s by building a wave, one team and one company at a time, that change will happen. 5. The heat will rise on sustainability The fact is that the tech industry needs to do more around sustainability and the road to Net Zero. One of the most sobering findings in the Digital Leadership Report is that the technology sector lags at the bottom of the pile in terms of having a Net Zero target and plan – 58% of respondents from tech companies said they didn’t have one, far ahead of the next two worst offenders, healthcare (51%) and business/professional services (50%). This position really isn’t tenable. The pressure will inexorably rise on businesses across sectors to report and disclose more around their sustainability targets and progress. The tech sector has to get behind this. The big players already have ambitious and far-advanced programmes, but we need to see more commitment down through the industry. Rather like with diversity, I hope tech players focus on some of the often quite simple things they can control to lower their carbon footprint: are there ways of cutting email traffic, taking off unnecessary attachments, is there a clear policy that devices should be turned off overnight (where possible), is travel being managed down with collaboration tools utilised instead? Look up and down your value chain and see where you can make a difference. Ask your cloud and data centre providers about their footprints and what actions they are taking. Embrace transparency and disclosure. As a sector, the time has come for technology to grasp the nettle. This will be placed under a fiercer microscope in 2024. 2023 has been a challenging year for many businesses. There are signs that conditions in 2024 may be modestly better, perhaps appreciably so in the second half. Whatever happens, technology will remain critically important to most organisations’ operating models and transformation aspirations – putting those technology businesses who are really focused on serving their customers’ needs in a strong position to flourish. About the Author: Bev White 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. With a rich background in pioneering innovation and a steadfast commitment to empowering businesses, Bev has propelled Nash Squared to unparalleled success within the dynamic realm of digital transformation. Her unwavering dedication to excellence and the cultivation of a dynamic corporate culture have positioned her as a respected figure within the tech industry.

George Lynch, Head of Technology Advisory at NashTech, shares what you should be thinking about when trying to escalate your artificial intelligence plans. This article first appeared on ComputerWeekly.com. Don’t try to use AI to solve everything at once – be clear about what specific use cases you want Artificial Intelligence (AI) and in particular generative AI has the potential to be truly transformative. It’s the next great evolution of how we use technology, following on from the mass cloud adoption of the last fifteen years. But while the excitement and anticipation is huge, what is the actual way forward with AI? How can organisations operationalise it to deliver business benefits? At the AI tipping point It’s a question that’s very much on the minds of technology leaders. The 2023 Digital Leadership Report takes in the views of over 2,100 technology leaders around the world, finds that seven in ten tech leaders believe the benefits of AI outweigh the risks – but only 15% of them feel prepared for the demands of generative AI. Only two in ten have an AI policy in place and more than a third (36%) have no plans to even attempt one at this time. As our report reflects, there is “excitement, confusion and concern in apparently equal measure.” For probably the first time in my career, people are genuinely having conversations around “Just because we can, should we?” AI is raising a whole new set of questions and debates. The report also observes that, while large-scale AI implementations have been limited to date (only 10% of organisations), we are reaching a tipping point now due to the growing popularity of generative AI. It’s something I’m seeing with clients everywhere: they are almost all asking themselves what an adoption of AI and specifically generative AI could look like for them. What are the likely productivity benefits, what are the risks, and what are the costs? Cloud parallels I have mentioned cloud already – and in many ways, the point we have reached is reminiscent of the early days of cloud and SaaS. Then, many CIOs and digital leaders were nervous about the move, fearing the rise of ‘shadow IT’ and a loss of control within the organisation. But the most successful leaders realised that this was something that couldn’t be held back – they needed to embrace it and manage it by leading the evolution rather than attempting to micro-manage it. The same applies here. In fact, it applies even more. Because whereas there was a degree of optionality over cloud and SaaS – it was essentially up to the CIO whether and when the organisation moved to it – with generative AI there isn’t that same element of choice: staff in the business will start using it (and already are). Realistically, there is nothing the CIO can do about that. Education and guidance for staff That’s why supportive guidance and policies for staff are essential because there are some obvious risks to generative AI. At a basic level, these include: ● Copying and pasting commercially sensitive information ● Using AI for research but not being aware the results may be flawed ● Using AI to create content, but not being aware of the potential copyright issues ● Overestimating the usefulness of AI – at the moment, most people can detect whether an article or other content has been written mostly by AI Data privacy and confidentiality is a particular issue – it is the second highest concern in our Digital Leadership Report (36% of tech leaders), ranking only behind the need for effective regulation (42%). While the hesitancy about creating AI policies is understandable in such a new field, it needs to be overcome as soon as possible. It is better to have an imperfect policy that you commit to update than no policy at all. Basic protocols need to be clear and understood. Staff need to be supported to make good decisions. Alongside this, businesses should be supporting their staff by bolstering AI literacy – holding training and awareness sessions, discussion forums, online training resources etc. Building the approach Our research finds that nearly half of organisations have some form of AI implementation or pilot in play. When it comes to generative AI, that figure is around a third. My advice for them to make this a success – and for other businesses that have not yet started – is to remember a few simple key principles. Firstly, remember that AI does not fall under the sole ownership of the IT function – so create a multi-disciplinary team to look at it involving other key stakeholders such as HR, Finance, Legal and Marketing. Consider also giving overall responsibility for AI to one person in the business leadership team as part of their role. This will provide more clarity around accountability. In many businesses, responsibility for AI is quite amorphous at present. Having an AI leader will also help to take it out of Board or executive committee theoretical discussion and move it into a more practical, action-oriented domain. Don’t try to use AI to solve everything at once – be clear about what specific use cases you want to employ it for. This could be any of a myriad of things including: ● To automate a specific process to make it faster and more efficient ● To help staff produce content more easily, such as reports, articles, reviews, presentations, meeting summaries or document templates ● To research different models and designs of certain products and services ● To find specific facts or pieces of information from a very large data field ● To improve the external customer experience such as through help functions or predictive capabilities, anticipating their needs Identify the areas that have the highest potential to add value and focus on those. We did just this in our business by assembling a multi-skilled team to create an intelligent chatbot called “BonBon”. Using OpenAI’s technology, this chatbot is now allowing our clients to automate tasks with a human-like interaction, such as onboarding new employees or responding to customer queries. It is also highly advisable to consider working with an external, independent technology consultancy who can give you objective advice and guidance. In such a new area, this is a time for consultancy to step up. Be clear on your ambition Finally, be clear on what your corporate ambition is. Do you want to be an early adopter, leading the way and creating a competitive advantage? Or a fast follower, with lower risk and potentially lower cost? Or are you content to move much more slowly – what some would describe as a ‘laggard’ – minimising risk and waiting until the technology and the use cases are more widely available and their robustness is proven? For some, early adoption makes powerful sense – such as businesses with large numbers of people using technology to do the same things, like a service centre or customer service operation. For these businesses, cost savings may be the primary driver. Fast followers are likely to be businesses that see the opportunity to drive value creation by harnessing AI to free up people to focus on more value-adding tasks. Wherever you sit on the spectrum, AI is going to have a massive effect. There is some hype of course, but this will right-size itself over time. We normally tend to overestimate the impact of new technology in the short term and underestimate it in the medium to long term. The goal must be to harness AI, under the decision-making control of human beings, for genuine improvements in efficiency, performance and outcomes – we want it to be omnipresent but not omnipotent. That’s the balance we need to collectively strive for. About the author The author is George Lynch, Head of Technology Advisory at NashTech, part of Nash Squared. The 2023 Digital Leadership Report is based on the world’s largest and longest running annual survey of technology/digital leadership. Over the last 25 years, the research has taken in the views of over 50,000 technology leaders. To register to receive a copy of the report, click here.

As we enter 2024, the economic outlook is cautiously improving – and this should translate into an improving market for technology recruitment. 2023 – a year of consolidation Volumes of tech recruitment in 2023 were lower than those seen in the post-Covid ‘boom’ years of 2021 and 2022 when there was an explosion of investment in technology solutions and, therefore, people. This doesn’t mean that 2023 was a poor year – it was more a case of the market returning to normal pre-pandemic levels. Nevertheless, after the frenetic activity of 2021 and 2022, last year felt like something of a dip. In tough economic conditions, businesses became more cautious about hiring, while candidates also became more cautious about contemplating a move. However, there remained plenty of good mandates out there and some sectors such as energy were very active as they pushed forward with their Net Zero transformation plans. The market for contractors also remained strong, balancing out the tightening in permanent placements. An improving outlook – but risk factors remain With a new year now beginning, there are signs that eye-wateringly high rates of inflation are behind us. There are hopes that interest rates will begin to fall. Cost of living pressures including spikes in the prices of energy and other key commodities may ease, bringing some relief to both consumers and businesses. That is not to say that 2024 will be plain sailing. In what feels like the new normal ever since Covid struck, there are many uncertainties around. On the macro level, geopolitical conflicts such as the wars in Ukraine and Gaza are unpredictable and are likely to have continued commercial ripple effects - the recent disruption to shipping in the Red Sea being one example. Then there is more ‘normal’ political uncertainty. In the UK, an election is expected during the year or in January 2025 at the latest. This may produce a period of ‘wait and see’ amongst some businesses in the months immediately leading up to the election, with some recruitment being paused or slowed down. Most obviously, it is likely to have an impact in the public sector. This has been a big and steady recruiter of technology talent given the number of significant technology transformation projects at play to digitise public services. My hope is that any slowdown in public sector technology recruitment will be short-lived. Globally, the election in the US will obviously be hugely significant. It would be a brave person to give any firm forecast of what will happen, however! More broadly, geopolitical tensions are likely to persist between the West and players such as China. The technology sector will be hoping that the situation regarding China and Taiwan does not deteriorate given the key importance of that small territory in producing so many of the chips on which modern devices depend. 2024 sector trends In short, there are many unknowns and risk factors. However, I remain optimistic that 2024 will be a better year economically than 2023 and will therefore present more opportunities for talented technology professionals looking to move on to the next stage of their careers. The Big Tech players have reset since carrying out some resizing last year and look poised for growth again. Financial Services had a relatively quiet year in 2023, but as economic conditions pick up and financing conditions improve so too their resourcing needs are likely to grow. Meanwhile, through our specialist Nash Squared business Spinks, we are beginning to see increased activity in the technology start-up and scale-up market with venture capital investment increasing. Certainly, we know from our 2023 Digital Leadership Report, which surveyed over 2,100 technology leaders around the world, that talent remains high on the agenda – 54% of leaders said that a skills shortage is preventing them from keeping up with the pace of change, signalling an ongoing demand and need for tech talent. Permanent vs contractor I expect permanent recruitment to build again through the year as companies increase their investment in activity and people and as individuals become more confident about contemplating a move. I also expect the contractor market to continue on the upward trajectory it has already established. The contingent workforce has become a key part of the mix for most larger businesses, and we’re also seeing ‘fractional’ roles appealing to growing numbers of individuals who are attracted by the idea of working for more than one employer. Could this be the way of the future as traditional career models change? Diverse talent pools; AI unknowns Another area I expect to be high on the agenda for Digital Leaders is the building and boosting of diversity in their teams. Businesses want to be more reflective of the wider society within which they operate. They also recognise that diversity of people leads to more diversity of thinking and, therefore, innovation. Certainly, this is an area where the technology sector needs to do better. Our Digital Leadership Report shows that the representation of women in the technology workforce remains disappointingly low – only 14% of leaders and 23% of the workforce overall – while the proportion of those from an ethnic minority background is only marginally higher at 25%. Building more diverse talent pools and pipelines needs to be a continuing priority in 2024. There are signs in our research that the growing return to offices and the reduction of remote working days could have a negative impact in some cases on the representation of women, so this is an area that needs careful managing. One area we haven’t yet seen having a major impact on recruitment – despite all the hype – is artificial intelligence and generative AI. I am yet to see a clear example of job losses because of generative AI. Obviously, that is one to watch – but I am hopeful that AI will create as many new opportunities for people, and expand the range and remit of their present roles, as positions it replaces. Agenda for growth Overall, there is a lot to look forward to in the technology talent recruitment market as the year gets underway. As economic conditions improve, clients will return to their agendas for growth which will inevitably have a technology element to it. Sourcing the right technology talent will be a key part of this as businesses move along their strategic journeys to achieve the objectives they have set. About the author: Andy Heyes is the Managing Director for Harvey Nash UK&I, Central Europe, AUS & Spinks and is also a member of the Nash Squared Executive Leadership Team. He has been working at Harvey Nash for over 25 years and has extensive experience working across all sectors and industries. Starting out in the contracts division of the London Office, Andy quickly progressed and was appointed as Managing Director for the UK South Technology Recruitment Business in 2020. Under his leadership, the Harvey Nash business has successfully grown to what it is today. Andy believes in a very ‘human’ approach, focusing on developing people and ensuring our clients, candidates and contractor communities are at the heart of everything we do.

What is Data Analytics? Data analytics is the process of examining, cleaning, transforming, and modelling data to extract useful information, draw conclusions, and support decision-making. It involves analysing raw data to identify patterns, trends, and insights that can be valuable for businesses, organisations, or individuals. The goal of data analytics is to uncover hidden information, answer questions, and provide a basis for informed decision-making. Increasingly, data analytics is done with the aid of specialised systems and software, analysing data not only from a mix of sources like internal and external systems but also historic records and new information being gathered. Data analytics technologies are widely used in commercial industries to help businesses increase revenue, improve operational efficiency, optimise campaigns and bolster customer service efforts, we’re also data analytics enabling the larger organisations we work with to respond quickly to emerging market trends and gain a competitive edge over competition. There is a wide range of job titles within this specialism given the vast amount of languages, tools and technologies involved in data and analytics. Types of Jobs in Data Analytics The most common job titles are: Data Analyst Data Engineer Data Scientist BI Developer (Business Intelligence) BI Analyst (Business Intelligence) Data Architect Head of Data Data Warehouse Developer Database Administrator Data Analytics job descriptions Data Analyst 3+ years’ experience A Data Analyst plays a crucial role in organisations by collecting, processing, and analysing data to help businesses make informed decisions and solve problems. Their primary responsibility is to transform raw data into meaningful insights that can guide strategic actions and improve operational efficiency. Data Engineer 3+ years’ experience A Data Engineer is responsible for designing, developing, and maintaining the infrastructure and systems that enable the collection, storage, processing, and retrieval of data in an organisation. Data engineers play a crucial role in the data pipeline, ensuring that data is available, reliable, and accessible for various data-related activities, including data analysis, machine learning, reporting, and business intelligence. BI Developer A Business Intelligence Developer is a professional who specialises in designing, developing, and maintaining the technology and systems needed to turn raw data into actionable insights for an organisation. They will be responsible for data modelling, maintaining ETL (extract, transform, and load) processes, data warehousing, report and dashboard development, data integration, and much more. BI Developers often play a large part in cloud transformation projects within growing organisations. Data Scientist A Data Scientist is a professional who uses their expertise in data analysis and various tools and techniques to extract valuable insights and knowledge from data. Data Architect A Data Architect designs and builds the structure that holds an organisation's data. They create plans for how data should be organised, stored, and used efficiently to meet the company's needs. Data Analytics Languages Given how quickly the technology world is expanding, as well as the ever-changing landscape of data analytics, new languages and tools are being created almost every day. The most common programming languages we see are: SQL (Structured query language) Python Scala ETL (Extract, transform and load) ELT (extract, load and transform) Microsoft Power BI Tableau QlikView AWS (Amazon Web Services) GCP (Google Cloud Platform) Azure Data Analytics Salary Ranges The salary level for data analytics has fluctuated quite a lot geographically over the years. For the roles below, the ranges we have provided are from junior level to senior – when looking into ‘heads of’ roles and manager roles the salary level tends to be £120k +. Job title Salary range Data Scientist £60k - £90k Data Engineer £50k - £90k Data Analyst/BI Analyst £35k - £50k Database Administrator £45k - £75k Data Architect £75k - £115k Please bear in mind salaries vary considerably based on experience level and your location, we recommend speaking to one of our data analytics consultants for the latest salary information. Reach out to one of the team here. Work Environment Due to the nature of data analytics, predominantly being system-based and little collaboration, the roles are well suited to remote working. We’ve seen working from home (WFH)/Hybrid working being a large part of the overall tech world and it is no different in data. However, Data Scientists/Analysts and Architects are considered to be more likely to want to spend more time in the office, whereas, engineers and data warehouse developers (the backend teams) tend to want to WFH wherever possible. As there is high demand for this skillset we are seeing employers offering hybrid working models to help secure the best talent in this discipline. Benefits Other benefits offered are usually standard within the industry such as: Private Healthcare/Dental Pension contribution (non-contributory/matched) Annual leave (+ ability to purchase/sell additional days) Vouchers/allowance for online/personal learning & development Gym membership Bonus (Discretionary) Team Dynamic/Inclusion & Diversity Teams nowadays are normally working in an “Agile” way, and are composed of Engineers, Scientists and Analysts, with Architects getting involved earlier on in projects in most instances. The diversity within the Data field has improved a lot recently with the introduction of companies such as Women in Data which gives a lot more promotion for women working in Data. There is still a long way to go when it comes to this area but positive strides are being made. Career Progression in Data Analytics There are lots of ways in which those working in data and analytics can progress their careers, and often the CDOs and Head of Data will have worked their way from either a BI background or an Engineering/Scientist/Architect one. A typical progression route example is below: Take note that this is a very specific example and there are many ways in which the journey to Head of Data/Head of Data Engineering or Data Science can be completed. Data Analytics Job Trends What’s next for job trends within data and analytics? As already mentioned this skill is in high demand with it being recognised recently in our organisation's Digital Leadership Report as the most scarce skill. The report based on over 2,000 digital leaders responses stated that skills shortages like in data and analytics continue to hamper change with over half of them stating they will increase headcount in this space mostly favouring direct permanent models. With this in mind where will some of this investment go and what are the trends we’re seeing in this space? AI The integration of AI and ML techniques to enhance predictive analytics, automate decision-making processes, and improve overall data analysis capabilities. Big Data Analytics The continued growth in the volume, velocity, and variety of data, has led to an increased focus on big data technologies and analytics tools to extract valuable insights from large datasets. Over 61% of our survey respondents stated they had rolled out a small-large scale big data/ analytics implementation. Cloud-based analytics The adoption of cloud computing for data storage, processing, and analysis, providing scalability, flexibility, and cost-effectiveness. Augmented Analytics The use of AI and ML to automate and enhance data preparation, insight discovery, and the generation of actionable insights. Summary Overall the scope of data and analytics as a specialism is proud with multiple disciplines and skills within it. With the emergence of artificial intelligence and machine learning we expect this to influence and develop data and analytics more. The specialisms ability to make businesses more agile and responsive means we’re expecting continued high demand for these roles. For more insights, advice, or to explore available roles, feel free to get in touch with us via email: Josh.Wilson@HarveyNash.com and Callum.Stephens@HarveyNash.com or LinkedIn, or visit our website for the latest roles and networking events. Authors Josh Wilson is a Senior Consultant within the technology specialism team. He is responsible for sourcing leading Data professionals of all levels and providing clients with helpful resources to make informed decisions on their hiring process. Josh manages vacancies including entry-level Data Analysts through to Senior Data Managers in both the permanent and contract market. Callum Stephens is a Consultant within the technology specialism team. Callum recruits for a variety of different clients within both the public and private sectors. He has experience in hiring for roles such as Data Scientists, BI Analysts or Developers and Data Engineers. If you’d like to speak further about data, BI and analytics roles then please get in touch.

By Bev White, CEO, Nash Squared and Lily Haake, Associate Director - Search and Interim, Harvey Nash. This article originally appeared in Computer Weekly. As the Covid pandemic recedes further into memory, so the working landscape is changing. The ‘work from anywhere’ mantra that dominated during the pandemic and the recovery period afterwards has begun to recede. Growing numbers of businesses – and many big tech players – are insisting that employees spend at least some of the working week physically in the office. But could this bring a risk to the efforts to raise the number of women in the technology industry? This year’s Nash Squared Digital Leadership Report, the result of research conducted amongst over 2,100 technology leaders around the world, finds that a high number of mandated days in the office appears to have had a negative impact on the proportion of female new hires in the tech team over the last two years. For companies without mandated in-office days, 28% of the tech team hired recently is female. This number drops to 22% at companies with a mandated 5 days in the office. It is well-accepted that the flexibility of remote or hybrid working attracts (and retains) more women. The reality is that most caring responsibilities still fall on women. Remote working enables them to flow work and life together more easily and balance a productive career with managing personal circumstances. Slow progress on gender diversity Getting this right remains a key issue because women are still woefully under-represented in the tech industry. This year’s Digital Leadership Report shows that the proportion of women in tech globally is unchanged from last year: just 14% of technology leaders and 23% of the workforce as a whole. These figures are gradually moving upwards over the years, but the pace of change is frustratingly slow. No one would pretend that this is good enough. Figures from last year’s Tech Talent Charter – a movement designed to drive greater diversity in tech, which Nash Squared along with around 700 other businesses is a signatory to – showed that as many as one in three women in technology were considering leaving their job; while one in four of those who had left their role in recent years had moved outside the technology sector. This just underlines the risk of the gender diversity position in tech getting even worse. Getting the in-office balance right However, the situation is of course a nuanced one. There is little doubt that spending regular time in the office has significant positives attached. It enhances people’s sense of belonging and community. It helps drive better collaboration and ideas generation, raising productivity. Being constantly remote takes a toll on some people’s mental health and wellbeing. It is no surprise therefore that increasing numbers of businesses have begun to formalise what has been an informal arrangement, laying down some form of mandate for time in the office. Our research finds that this is most commonly for two or three days – with large organisations tending to favour three, and smaller companies tending to specify two. But there is wide variation too – about 10% of businesses have a mandate for just one day in the office; while 15% require either four or five. Clearly, what works best will be very individualised for each and every business as well as very dependent on the type of work that is performed. There are no blanket rules here and no ‘right’ versus ‘wrong’. Threat to the diversity agenda However, our research suggests that there is a real threat to the diversity agenda if businesses push the in-office mandate too far. Two or three days a week in the office appears to be optimal in most cases – moving that to four or five could have the result of deterring female participation and losing talent. This could apply at every level. In our executive recruitment business at Harvey Nash, we have seen a number of instances where clients have required the appointment to be in the office most of the week, and this has presented a real challenge in filling the post. It isn’t just a question of gender, either. Hybrid and remote working appeals just as much to many men as women. They too want flexibility and autonomy. Growing numbers of men take an equal role in parenting or caring too. In a relationship with children or dependents, more flexible working patterns help both partners pick up the slack for each other and balance home and work responsibilities: it’s a two-way street. Those businesses looking to bring staff back on-site most of the working week will effectively be moving back to the pre-pandemic position when everyone worked full time in the office, with perhaps one day (often a Friday) from home. It may well be worth reflecting on whether they were happy with their diversity position back then. The answer is probably ‘no’. It follows that to move the dial, they are likely to need to adopt a different model now. Boost in ethnic minority representation While this year’s research shows disappointingly static figures for women, it does reveal some encouraging news on ethnicity – the proportion of the tech workforce from an ethnic minority background has risen to 25% this year, from 21% in 2022. Here we perhaps see in action the positive influence of remote and more dispersed working on levels of diversity. Companies have become more willing to recruit people physically based further afield, including overseas. More organisations are also looking at opening hubs in different countries in order to attract talent. Recently amongst our clients, locations like Portugal, Greece and Spain have become popular. This could be another factor that helps increase diversity. Safeguarding progress There is a mixed picture when assessing progress on diversity in this year’s research. Making significant progress on gender representation will undoubtedly be a long-term play with no quick fixes. It needs to start right from school years, talking about and presenting technology in ways that attract young girls rather than turning them away. In the meantime, our hope is that the ‘return to the office’ will be proportionate and carefully judged so as not to undo and even reverse the modest progress the industry has been making in recent years. About the authors Bev White, CEO of Nash Squared and Lily Haake, Associate Director - Search and Interim, Harvey Nash. The Digital Leadership Report 2023 is based on the world’s largest and longest running annual survey of technology/digital leadership. Over the last 25 years, the research has taken in the views of over 50,000 technology leaders. To register to receive a copy of the report, click here.

Software engineering is generally described as the design, development, testing and maintenance of software applications to address real-world problems. It follows a structured and disciplined approach, adhering to engineering principles and best practices with the goal to improve the quality, efficiency in terms of time and budget, and ensure structured testing and engineer certification in software development. Software Engineering job titles There are a wide range of job titles within the software engineering industry given the vast amount of languages, tools and technologies involved. The most common job titles within this sector are: Software Developer Software Engineer Software Architect Technical Architect Analyst Programmer Full Stack Developer From the above roles, businesses can promote you to positions such as a senior software engineer, manager or even head of department. Programming languages for Software Engineers Given how quickly the technology world is expanding, software engineering is an ever-changing landscape with new languages and tools being created almost every day. There are a number of programming languages used by software engineers every single day. The most common programming languages we see are: Java Python Javascript C++ C# SQL Salary ranges for Software Engineers Salary ranges for a software engineer will vary depending on the company you are working for as well the type of contract you have for your role.Harvey Nash recruits for both permanent and contract developers and the salary/daily rate ranges are usually (but not exclusively) within the ranges below: Role Type Salary Ranges Permanent (yearly salary) £40,000 - £150,000 Contract (daily rates) £400 - £1,000 Generally, most software developers start their career in permanent roles and will move into the contracting world once they have 5-10 years of experience depending on their experience and opportunities. Perks of the role A common question that gets asked by any software engineer is about the work from home (WFH)/hybrid working policy for a particular role.Generally speaking, the majority of developers we speak to look to work from home as much as possible or indeed fully remote if possible. This is due to the fact that most developers have better setups at home and also like to “plug-in” with minimal distractions, given the nature of the work. Other benefits offered are usually standard within industry such as: Private Healthcare/Dental Pension contribution (non-contributory/matched) Annual leave (+ ability to purchase/sell additional days Vouchers/allowance for online/personal learning & development Gym membership Bonus (Discretionary) Team dynamics and inclusion Teams nowadays tend to work as “Agile” teams, consisting of developers, testers, business analysts and product or scrum masters. Software engineering teams are usually very multicultural with developers coming to the UK from all areas of the world given how mature the technology landscape is in the UK, especially London. Software engineering as a whole, has historically been a very male dominated industry but recently, we’ve seen the number of female candidates in the market increase year on year which is really encouraging. Career progression for a Software Engineer There are lots of ways in which software engineers can progress their careers and often the CIO’s/CTO’s of organisations have worked their way up from being hands on engineers, to leading the technology strategy of the company. A typical progression route example is as follows: Junior Developer to Software Developer to Senior Developer to Lead Developer to Engineering Manager to Head of Engineering. Current trends in the Software Engineering industry Currently, we’re seeing that Python is the most in demand skill set closely followed by Java and Javascript. We believe lots of companies are choosing Python for newer projects because it’s easy to learn and work with, as well as being extremely versatile. We’re also seeing companies regularly looking for “full-stack” developers for their positions, which means candidates need experience in both front-end and back-end programming languages. The use of “Devops” principles is also a skillset that is becoming a “must-have” for senior level developers, with the use of containerisation tools such as Docker or Kubernetes being the most popular. Cloud engineering is another skill which is being asked for on a regular basis, with Azure being the current most popular platform followed by AWS and GCP. Summary Overall the scope of software engineering as a specialism is expected to advance as new technologies are introduced as we have seen with artificial intelligence. Businesses are constantly looking for more sophisticated solutions and we're finding Software Engineers are still in high demand. For more insights, advice, or to explore available roles, visit our website for the latest roles and networking events. About the author Alex is an experienced Managing Consultant, predominantly recruiting for high-level software engineers within a broad range of financial services companies, such as investment banks, asset managers, fintechs and insurers. Whilst he specialises in hands-on software engineering, Alex also has experience recruiting for test engineers, UI/UX/service design and software development/engineering managers. If you’d like to speak further about Software Engineering then please email Alex here.

Could you spot an AI generated CV? The launch of advanced natural language processing models (NLP) such as ChatGPT and the ease at which they can be accessed and used is one of the most significant technology advancements in recent times. In fact, ChatGPT is now one of the top 20 used websites in the world as millions of people recognise the productivity gains it delivers. Unsurprisingly, it’s not just businesses that have been quick to realise the advantages AI offers. Candidates and job seekers, understanding the time-saving benefits AI offers, are increasingly using them to craft CVs and hone cover letters. Just do a Google search and you’ll be amazed by the number of AI CV building tools out there capable of producing highly professional and convincing CVs with a human touch. Currently 62% of respondents to a recent survey said they had and would continue to use it. However, the reality is that the number of candidates using these tools will only increase, and by their very nature, AI CV builders will become more sophisticated, producing ever more human-like CVs that perfectly match job adverts. This presents a real challenge for organisations and hiring managers - how do you adapt your current recruitment processes to spot AI generated CVs? What is ChatGPT and how does it work? Firstly, it is important to understand how these models work. Chat GPT and other NLP models are trained on a vast amount of diverse text data from the internet, allowing it to understand and generate coherent and contextually relevant responses in natural language. Continually learning and updating, they use algorithms to analyse huge amounts of data quickly to produce human-like responses. At a very simple level, this means that a candidate could easily upload a job advert they intend to apply for, their LinkedIn profile and their existing CV to produce a CV tailored to that job spec that uses their data and information. How candidates are using AI and ChatGPT to support their applications CVs are quite uniform in their structure. Most follow a tried and tested framework and using ChatGPT or other AI tools to help you structure your CV really does help speed up what can sometimes feel like a daunting task. Using ChatGPT or other AI tools to refine personal statements or find more concise ways of positioning your achievements is common. But the key here is refinement, ensuring that your CV reflects and helps promote you as an individual and importantly your skills, experience, and key achievements – particularly when applying for tech roles. The challenge comes from when you receive a CV that is clearly AI generated as it can raise questions about a candidate’s integrity. How to spot an AI generated CV The red flags With AI becoming ever more sophisticated, spotting a fully generated CV or application will undoubtedly become more challenging, but according to Hughes there are some obvious red flags. Generic content AI generated CVs tend to rely on frequently used sentences and often lack real depth. So, for example, achievements written using AI may sound great but lack any real context or examples. They also tend to lack any real personalisation. Odd sentence structure or inconsistent language Inconsistent use of language and syntax issues are probably one of the major red flags and easiest to spot. This could include the overuse of elaborate words and sentences that don’t flow (or make sense) or using words in an incorrect context. Inconsistent structure or flow CVs and applications should flow, guiding the hiring manager logically through a candidate’s achievements and highlighting skills. AI generated CVs and applications can sometimes jump around, presenting information in an illogical flow – ultimately not making much sense. How can organisations get on the front foot of this recruitment trend? The number of candidates using AI to generate CVs or enhance CVs is only going to increase and for organisations hiring directly, this presents a very real challenge in both time and resource. With potentially more candidates making it through the initial CV screening stages, talent acquisition or in-house recruitment teams will need to spend more time on pre-screening calls and activities before presenting shortlists to hiring managers. As well as heavier workloads, another biproduct of this is longer recruitment processes and the increased risk of losing candidates along the way. And let’s face it, with talent still hard to come by, this is not a desirable outcome. Skipping this step is not an option either as it will only result in hiring managers interviewing more candidates, taking them out of the business for longer periods of time, interview fatigue and a greater risk of them going outside of internal processes due to the quality and quantity of candidates. Silver lining This is where partnering with external recruitment agencies has advantages. They already have a ‘screened’ candidate talent pool, built up over many years of nurturing relationships. This means they can quickly find candidates with the right skills and cultural fit. As Hughes points out, “It’s not uncommon for us to present shortlists back to clients in 48 hours.” Moreover, engaging with a recruitment agency means that they have accountability for all pre-screening activities. As an example, at Harvey Nash we interview all candidates, providing that checkpoint to really assess their skills and fit for the role and the business. This is a really a key advantage of working with external recruiters – providing that verification, drilling down into experience to ensure credibility before presenting a shortlist to the hiring manager. It also provides us with an opportunity to spot candidates that would be a perfect match for a role and company but who may not impactfully represent themselves and be overlooked in any screening process. AI generated CVs is a recruitment trend here to stay Like all technology, AI generated CVs are here to stay, and they will only grow in adoption and sophistication. Upskilling recruitment teams on how to spot AI or ChatGPT generated CVs is the first step. Beyond that, looking at how you can adapt and evolve your recruitment processes including the technology such as AI content detectors to support screening is essential to staying ahead of the game. About the author Rhodri Hughes is the Director of Harvey Nash’s Financial Services Practice. Working with his team he provides support and expertise across an extensive portfolio of trusted clients, including; but not limited to Investment Banks, Retail Banks, Investment Managers, Consultancies, Asset Managers, Proprietary Trading houses, Brokerages, Fin Techs, Insurance firms and more, covering a wide range of roles including technology, change and transformation, risk, compliance as well non-tech roles. To find out how Harvey Nash can support you with your recruitment needs please click here.

Are you being compensated fairly as a Software Engineering contractor? In the dynamic world of contract software engineering roles, one question often sways talented professionals- "how much is the day rate? How much will they pay me? Is their pay competitive?" These are fair questions, considering the ever-evolving nature of the industry, the diverse skill sets required, and the recent changes in legislation like IR35. This article aims to provide some valuable insights and advice to help you navigate the pay landscape effectively. Factors affecting pay for Software Engineers Current Pay Ranges To assess whether you're being compensated fairly, research the current pay ranges or ballpark figures for your specific role. Online resources like industry-specific job boards, salary surveys, and forums can provide valuable insights. For instance, according to data from itjobwatch.com, you can find that the average daily rate for a Java developer on a 6-month contract averages £625. However, it's important to note that these figures can significantly vary based on factors such as location, with London day rates reaching as high as £725. This increase in average daily rates can also be attributed to the sector, as London is home to numerous financial services businesses, which typically have more substantial budgets compared to other industries. Average daily rates for Software Engineers UK Average daily rate for a Java developer (on a 6-month contract) £625 London Average daily rate for a Java developer (on a 6-month contract) £725 Previous experience Your compensation should align with your experience, as mentioned earlier. Different industries tend to offer varying pay scales, so industry-specific experience is a crucial factor. Keep in mind that certain skills are in higher demand and command premium rates. According to the 2023 state of Tech salaries report more employers are seeking security Engineers, Data Engineers, Machine Learning Engineers and Back Engineers than last year, see the most in-demand software for each of these roles in the table provided by Hired.com. For instance, expertise in emerging technologies like machine learning, blockchain, or cloud computing can lead to more lucrative opportunities. Additionally, take into account your prior projects and the level of complexity and responsibility you've managed. Clients often value a track record of successful projects, which can substantiate a higher pay rate. Inside/Outside IR35 This is a critical aspect that profoundly affects your earnings and it has been a hot topic of discussion among contractors, clients, and contract recruiters alike. The conversation started when HMRC introduced legislative reforms in April 2017 for the public sector, later extending them to the private sector in 2021. The key player here is IR35, or the Intermediaries Legislation, which categorises roles as either "inside IR35" or "outside IR35." This classification has a substantial impact on how income tax and National Insurance contributions are computed, thus significantly influencing a contractor's net retention. You can find out more about understanding off-payroll working (IR35) on the government website. What will IR35 do to your pay? Inside IR35 When your role falls within IR35, it indicates that your working arrangement closely resembles that of an employee, resulting in taxes being withheld at the source. This will have consequences for your take-home pay, with two key factors at play: 1. If you are contracting through an umbrella or payroll company, you'll not only have the usual employee tax deductions but also be required to make contributions to Employers' National Insurance (NI). Furthermore, other additional expenses typically covered by an employer for an employee will be deducted from your total day rate. 2. If you are hired under the client PAYE option, this entails benefits such as holiday and sick pay, Employers' NI contributions and the apprenticeship levy (if applicable) will be paid in addition to your base pay rate. Both options fall under the IR35 category, but differences in where specific deductions are made can have a significant impact, making it essential to pay close attention to the details. Outside IR35 In contrast, roles falling outside of IR35 provide increased flexibility and generally come with higher pay rates, as they classify you as self-employed for tax purposes. However, since the reform, the market has witnessed inside IR35 roles offering compensation typically up to 20% higher to account for the associated tax considerations. Please be aware IR35 regulations can be complex, and it's essential for both contractors and clients to understand and comply with these rules to avoid potential tax penalties. Many organisations use assessments or engage tax experts to help determine the IR35 status of engagements. For instance, there is the "CEST (Check Employment Status for Tax) tool," which is accessible here. Where to get advice? When it comes to understanding your worth as a contractor, you don't have to navigate the pay maze alone. My advice: Connect with professionals like myself who specialise in contract recruitment. We are well-informed about industry trends and can offer tailored guidance that aligns your skills with current job opportunities. Get in touch here. Payroll Companies: If you're exploring opportunities in the contract market and have uncertainties about rates and your net income, I recommend contacting a payroll company. Many of these companies provide simulations of your net pay, allowing you to understand and question your pay deductions. Some payroll firms even offer pay rate benchmarking services that can help you assess how your earnings stack up against others in similar positions and they most likely wouldn’t charge for such a service. Overall market overview From the previous spikes we saw during the pandemic for tech roles creating an extremely candidate-driven market, we have seen this relax quite significantly in 2023. The general challenging economic climate, alongside continued political unrest’s impact especially the continued war in Ukraine, cannot be underestimated on the overall market. Nevertheless, while we have experienced a slight lull, contractor roles are now increasing, even if it is slow. Securing technology talent, both permanent and contract, remains key to many businesses in a host of sectors and it’s important to remember that your expertise is valuable and your pay should reflect it. Summary In your quest to determine if you're being paid enough as a software engineering contractor, it's crucial to be proactive and well-informed. Leverage industry expertise, stay up to date with market trends, and understand the implications of IR35 to help ensure your pay aligns with your skills and experience. For more insights, advice, or to explore available roles, feel free to get in touch with me via Email- Emmanuel.Sackey@HarveyNash.com or LinkedIn, or visit our website www.harveynash.co.uk for the latest roles and networking events. All information provided in this article is advice of our consultant and should be used alongside others sources of information. About the author Emmanuel Sackey is an experienced Senior Recruitment Consultant specialising in contract software engineering. He helps candidates and clients source the very best of talent from Software Engineers, right up to Engineering Managers and Head/Director of Engineering. If you’d like to speak with Emmanuel about your pay as a software engineer contractor then please get in touch.

Bev White, CEO of the leading global talent and technology solutions provider and our parent company, Nash Squared, has been recognised in Staffing Industry Analysts (SIA) Global Power 150 – Women in Staffing 2023 List. In its eighth year, the list highlights 100 women from the Americas and 50 globally, including Bev, who have made significant contributions to the success of their companies and the global talent sector. This is Bev’s third time featuring on the list since she joined Nash Squared in 2020. Bev White began her career in technology following a degree in computer science. After roles as CIO and other IT leadership positions at Schlumberger and NTL (which became Virgin Media), White moved into recruitment and talent with various leadership roles before joining Gi Group as CEO in the UK and Ireland. In February 2020, she joined Nash Squared as CEO. Bev White said of her inclusion on The Global Power 150 – Women in Staffing list: “I’m delighted to have been included in this list again, and for Nash Squared to be recognised in this way. It has been a busy year for our business, including making our largest acquisition to date in North America, partnering with the UK government on the development and promotion of technical education qualifications, and the celebration of 25 years of our Digital Leadership Report – the world’s largest study on tech leadership. Nash Squared occupy a very special place in the world. We have such an impact on people’s lives and careers, and the organisations and communities we work with. It’s a responsibility we take very seriously.” Find out more about SIA's Global Power 150 - Women in Staffing 2023 list here

Everyone everywhere is talking about AI, but new research suggests it's going to be a while before large-scale AI projects move into production. This article first appeared on zdnet.com Generative AI has captured the general public's attention, but that sense of excitement doesn't mean executives believe it's ready to be deployed in the business Just one in ten technology leaders globally report having large-scale implementations of AI, according to Nash Squared's annual Digital Leadership Report, which is the world's largest and longest-running annual survey of technology chiefs. What's more, the hype surrounding generative AI has done little to encourage further investment in artificial intelligence - Nash Squared reports the one in ten proportion who spend big on AI hasn't changed for five years. From the outside looking in, it seems the bark of AI is a lot louder than the bite. While everyone's talking about generative AI and machine learning, very few companies are investing in large-scale AI implementations. However, Bev White, CEO of digital transformation and recruitment specialist Nash Squared, says in an interview with ZDNET that it's important to place these headline figures in context. “Yes, few businesses are spending big on AI right now, but lots of organizations are starting to investigate emerging technology. What we are seeing is actually quite an uptake," says White, who says interest in AI is at the research rather than the production stage. Around half of companies (49%) are piloting or conducting a small-scale implementation of AI, and a third are exploring generative AI. "And that's exactly what we saw when cloud started to really take off," says White, comparing the rise of AI to the initial move to the cloud over a decade ago. "It was, 'let's dip our toe in the water, let's understand what all the implications are for policies, for data, for privacy, and for training,'" she says. "Businesses were creating their own use cases by doing small but meaningful pilots. That's what happened last time, and I'm not surprised that's what's happening this time." In fact, White says the hesitancy to spend big on AI makes a lot of sense for two key reasons. First, cash is tight in many organisations due to heavy investment in IT during and immediately after the COVID-19 pandemic. "Digital leaders are trying to balance the books - they're thinking 'what's going to give me the greatest return for investment right now,'" she says. "Small, careful, well-planned pilots - while you're still doing some of the punchier digital transformation projects - will make a big difference to your organisation." Second, a lot of emerging technology - particularly generative AI - remains at a nascent stage of development. Each new iteration of a well-known large language model, such as OpenAI's ChatGPT, brings new developments and opportunities, but also risks, says White. "You're accountable as a CIO or CTO of a big enterprise. You want to be sure about what you're doing with AI," she says. "There's such a big risk here that you need to think about your exposure - what do you need to protect the people that work for your business? What policies do you want to have?" White talks about the importance of AI security and privacy, particularly when it comes to the potential for staff to train models using data that's owned by someone else, which could open the door to litigation. "There's a big risk that people can cut and paste," she says. "I'm not saying generative AI isn't good. I'm really a fan. But I am saying that you've got to be very consciously aware of the sources of data and the decisions you make off the back of that information." Given these concerns about emerging technology, it might seem strange that Nash Squared reports that only 15% of digital leaders feel prepared for the demands of generative AI. However, White says this lack of preparedness is understandable given the lack of clarity around both how to implement AI safely and securely today, and the potential for sudden changes in direction in the not-so-distant future. "If you're accountable for the security, safety, and the reputation of using this technology inside your business, you'd better make sure you've thought everything through, and also that you take your board with you and educate them along the way," she says. "A lot of chief executives know that they've got to have AI somewhere in their mix, because it's going to provide a competitive advantage, but they don't know where yet. It's a discovery phase, really." White says the focus on exploration and investigation also helps to explain why just 21% of global organisations have an AI policy in place, and more than a third (36%) have no plans to create such a policy. "How many innovative projects do you know that started with people thinking about potential gates and failure points?" She says. "Mostly you start with, 'Wow, where could I go with this?' And then you figure out what gates you need to close around you to keep your project and data safe and contained." However, while professionals want to live a little when it comes to exploring the opportunities of AI, the research - which surveyed more than 2,000 digital leaders globally - suggests CIOs aren't oblivious to the need for strong governance in this fast-moving area. In most cases, digital leaders are looking for regulations to help their organisations investigate AI safely and securely. Yet they're also unconvinced that rules for AI from industry or government bodies will be effective. While 88% of digital leaders believe heavier AI regulation is essential, as many as 61% say tighter regulation won't solve all the issues and risks that come with emerging technology. "You'll always need a straw man to push back at. And it's good to have guidance from industry bodies and from governments that you can push your own thinking up against," says White. "But you won't necessarily like it. If it's carried through and put into law, then suddenly you've got to adhere to it and find a way of keeping within those guidelines. So, regulation can be a blessing and a curse." Even if regulations are slow to emerge in the fast-moving area of AI, White says that's no excuse for complacency for the companies who are looking to investigate the technology. Digital leaders, particularly security chiefs, should be thinking right now about their own guardrails for the use of AI within the enterprise. And that's something that's happening within her own organisation. "Our CISO has been thinking about generative AI and how it can be a real gift to cyber criminals. It can open doors innocently to important, big chunks of data. It could mean access to your secret sauce. You have to weigh up the risks alongside the benefits," she says. With that balance in mind, White issues a word of warning to professionals - get ready for some high-profile AI incidents. Just as a cybersecurity incident that affects a few people can help to show the risks to many others, AI incidents - such as data leaks, hallucinations, and litigations - will cause senior professionals to pause and reflect as they explore emerging technology. "As leaders, we need to be concerned, but we also need to be curious. We need to lean in and get involved, so that we can see the opportunities that are out there," she says. About our Digital Leadership Report In its 25th year of publication, the 2023 Nash Squared Digital Leadership Report is the world’s largest and longest running survey of senior technology decision makers. Launched in 1998 and previously called the CIO Survey, it has been an influential and respected indicator of major trends in technology and digital for over two decades. This year a survey of 2,104 technology/digital leaders globally took place between 22nd June 2023 and 18th September 2023, across 86 countries.

Harvey Nash, the global technology recruitment company has announced the launch of its second Global Contractor of the Year Award. Following on from the success of the inaugural award in 2023, Harvey Nash is extending this award to include even more geographies including Germany, Switzerland, Ireland and Australia. Working with over 11,000 active contractors each year, the award recognises the value these individuals deliver to businesses and economies across the world, using their skills and experience to deliver vital projects for organisations. Last year’s Harvey Nash Global Contractor of the Year Winner, Meisha Millwee was selected from an extremely strong pool of finalists from across the UK, USA, Netherlands, Poland and Belgium for her outstanding performance and commitment as a Harvey Nash contractor. Meisha then went on to be named American Staffing Association's 2024 National Staffing Employee of the Year for the Engineering, Information Technology, and Scientific Sector in the USA. Reflecting on the award Meisha said “Receiving this award was a wonderful surprise and I am truly humbled. I also recognise the importance of this award, not just for me, but also for my fellow contractors around the globe who make such an important contribution to businesses every day.” Nominations for the 2024 award will be sourced from existing Harvey Nash clients across the UK, Ireland, USA, Canada, Belgium, the Netherlands, Germany, Switzerland, Poland and Australia. This year’s award will also see contractors able to nominate themselves. All nominations will be judged by a panel comprised of global clients and the Harvey Nash leadership team before a winner for each country is named. Winners of the local country Contractor of the Year Award will then be entered into the Global Award with the overall Harvey Nash Global Contractor of the Year being announced in early 2024. Commenting on the launch of the second Global Harvey Nash Contractor of the Year Award, Bev White CEO of Nash Squared, Harvey Nash’s parent company said: “One of our core values is that we are human, and we understand the value each individual, whether a candidate, contractor or employee brings. This award not only allows us to recognise our talented contractors, it also allows us to say thank you publicly to them for all the value and skills they bring to organisations across the globe. Speaking personally to each of our finalists was a great honour and I’m very much looking forward to being part of the judging panel this year.” For more information about the Harvey Nash Contractor of the Year award please contact Rachel.Watts@HarveyNash.com

It's here...the 25th anniversary edition of the Digital Leadership Report In its 25th year of publication, the 2023 Nash Squared Digital Leadership Report is the world’s largest and longest running survey of senior technology decision makers. Launched in 1998 and previously called the CIO Survey, it has been an influential and respected indicator of major trends in technology and digital for over two decades. This year a survey of 2,104 technology/digital leaders globally took place between 22nd June 2023 and 18th September 2023, across 86 countries.

Harvey Nash are delighted to win the ‘Inclusive Recruiter of the Year’ Award at the Scotland Women in Technology 2023 award ceremony. Our Edinburgh and Glasgow Harvey Nash team members came together to celebrate the Scotland Women in Technology Awards Ceremony, held at the Radisson Blu in Glasgow. We invited prestigious clients along with our team including; Nucleus financial, who were also shortlisted for SME employer, Bridge, Blackford Analysis and Skyscanner. We were honoured to be finalists for two awards including ‘Inclusive Recruiter of the Year’ and ‘Diversity Initiative of the Year’ for our NextGen offering. We were delighted to know we were one of only four shortlisted for this award, out of hundreds of applications. Our NextGen offering is our hire, train, deploy model which provides opportunities to those from underrepresented groups to empower them, build confidence and offer the tools needed to succeed in a technology role. We recognise there’s still so much to do, with initiatives like NextGen supplying cohorts of junior technologists from diverse gender, ethnic and socioeconomic backgrounds - we see only improvement for the future! “Inspiring evening, we’re so grateful to SWiT for bringing so many amazing people together. This charity’s important work moves the needle on investing in female technologists across Scotland. It was a privilege to be part of the celebrations and not only to be shortlisted but to win the Inclusive Recruiter of the year.” - Lowri Davies, Edinburgh office Harvey Nash Our winning entry was commended for commitment for overall diversity ensuring the sector hiring processes are inclusive and for leading change in tackling challenges faced by women in the technology recruitment pipeline. The award also recognises our business’s progressive and inclusive practices looking beyond ethnicity, gender, sexuality, disability, educational attainment and background to recruit based on skills and talent. Harvey Nash are delighted to have won this award as it’s an integral part of our organisation. Andy Heyes, Managing Director, Harvey Nash, “It is fantastic that Harvey Nash has been recognised as ‘Inclusive Recruiter of the year’. At Harvey Nash, Equity, Diversity, and Inclusion (EDI) is part of our DNA. It’ s embedded in our values and part of our identity. We are relentless in pursuing and developing talent across all diverse, underrepresented, and marginalised groups. We are proud to be trailblazers in diversity and inclusion, through our proactive actions to help build a more sustainable and diverse technology sector.” We were also delighted to sponsor the ‘SME Employer of the year’ award which our Scotland Director, Cameron MacGrain presented. Congratulations to 2i Testing for winning this award. Silka Patel, Founder and Chair of Scotland Women in Technology, said: “Championing and celebrating women in what remains a male dominated sector remains of the utmost importance. It is vital that female newcomers to the technology sector have visibility of peers who are similar to them, who can inspire them to accomplish all they can in this fast-paced and innovative tech world. “Tonight’s winners epitomise the best of the best in Scotland’s technology sector and I know each of the judges found it incredibly hard to select winners in each of the categories. I extend my heartfelt congratulations to all of our winners and finalists – as women in IT, it is our job to inspire, and I know that everyone recognised in this year’s awards will continue to do that as they go about their daily jobs.” Scottish Government Innovation Minister Richard Lochhead said: “These awards represent a celebration of our collective commitment to supporting inspirational women in the ever-evolving world of technology." We would like extend our thanks to Scotland Women in Technology for hosting a brilliant event as well as the judges and trustees of the charity. We’d also like to extend our congratulations to our fellow award winners and all the finalists. About Harvey Nash We’re Harvey Nash, and we build amazing technology and digital teams. From senior appointments through to recruitment and project solutions, we are experts in the tech sector. About Scotland Women in Technology Scotland Women in Technology (SWiT), exists to Champion, Celebrate, and Invest in women in the technology ecosystem within Scotland. Founded in 2008, SWiT is a not-for-profit organisation with a drive to put gender equality at the forefront of the technology ecosystem. It is run by a board of committed volunteers who have the vision and alignment to promote and champion gender equality at the heart of our proposition.

88% believe stronger regulation of AI is essential, but 61% say it won’t solve all the risks. Just 2 in 10 organisations have an AI policy in place. Only 1 in 10 report having large scale implementations of AI. AI, In-Office Mandates and unlocking ROI are top concerns from the world’s largest and longest running annual survey of technology leadership. With AI a top focus area for businesses, governments and regulators alike, a global study of tech leaders (CIOs, CTOs, etc.) has found that only 15% are prepared for the demands of generative AI. An overwhelming majority (88%) believe heavier AI regulation is essential, but the scale of the challenge is clear, with 61% believing tighter regulation won’t solve all the issues and risks that come with this rapidly developing technology. These findings are revealed today in the 25th annual Nash Squared Digital Leadership Report, the world’s largest and longest-running annual survey of technology leadership[1]. Over the last 25 years, the research has taken in the views of over 50,000 technology leaders. Before international governments meet this week at Bletchley Park in the UK for the world’s first AI Safety Summit, other key AI[2] findings globally include: AI still at the experimentation stage globally. Despite the explosive predicted market growth of AI, only 1 in 10 technology leaders globally report having large scale implementations of AI, a figure that hasn’t changed in five years.‍ But the AI ripples are beginning to widen. Half of global organisations (49%) are either piloting or conducting a small scale implementation of AI. When it comes to generative AI, this figure is currently around a third.‍ Few have an AI policy in place. Just 2 in 10 (21%) of global organisations have an AI policy in place, and more than a third (36%) have no plans to attempt such a policy at this time. ‍ Data privacy - a key concern for implementing generative AI. More than a third (36%) of technology leaders globally are concerned about data privacy as an issue for implementing generative AI.‍ A tsunami of AI driven cyberattacks around the corner? Although cyberattacks are down year-on-year, the report warns that generative AI has the potential to take cybercrime to a whole new, very dark, level, as new forms of attacks emerge.‍ Benefits of AI outweigh the risks. However, unregulated wild west or not - more than seven in ten technology leaders globally think that the benefits of AI outweigh the risks.‍ Jobs lost. The average percentage of jobs that technology leaders feel will be lost to automation is 17%. Bev White, CEO of Nash Squared said: “Over the years there has been much hype about the potential for AI, but this year our research suggests we may have reached a tipping point. AI sits at the intersection of people and technology, and with the recent mass adoption of generative AI, the opportunities and challenges for organisations is potentially vast. It could be the trigger that prompts an avalanche of AI investment –similar to the mass adoption of cloud over the last ten years. This just makes the regulation and governance of AI more important than ever. "Despite their keenness, many tech leaders admit that they don’t have a clear picture of the way forward and feel unprepared for the challenges ahead. Establishing clear guardrails, guidelines and ethical safety nets around AI is simply essential. Otherwise, what could be one of the truly transformational enablers of the modern age could instead become one of its biggest, risk-laden destabilisers.” Tech Leaders Plan for Cautious Investment Technology spends. After the hyper growth during and coming out of the pandemic, expectations of technology spend and investment in people have returned to more ‘normal’ levels, with tech leaders still optimistic about 2024 growth. Almost half (45%) expect their overall IT/technology budget to increase during the next 12 months – a figure broadly in line with pre-pandemic years.‍ Increase in headcount. A similar number of technology leaders globally (50%) expect to increase their headcount. This figure is the second highest reading in the last decade outside of the pandemic peak, although a significant fall on last year.‍ Innovative tech investment largely stalls. One casualty of the pandemic that still seems to remain, is that investment in emerging tech is being held back with the exception of pilots in AI, quantum and the metaverse. Inclusion and Hybrid Working ‍ Full week in-office mandates hits number of women being hired in tech. The report found that a high number of mandated days in the office appears to have had a negative impact on the proportion of female new hires in the tech team over the last two years. For companies without mandated in-office days, 28% of the tech team hired recently is female. This number drops to 22% at companies with a mandated 5 days in the office.‍ In-office mandates work better for smaller organisations. A high majority (84%) of small organisations globally report that their in-office policy is working well compared to 66% of large organisations. Twice as many large organisations (34%) to small organisations (16%) report that their policy is working poorly.‍ No movement in the number of female tech leaders. This year14% of technology leaders globally identify as female, identical to last year. This is a disappointing stagnation in what has been a painfully slow and shallow upward trend in recent years. ‍ Female members of the tech team. Globally female representation on tech teams remained at 23%, year-on-year, with the US doing marginally better (27%) and UK businesses the same as the global average at 23%. Tech Talent Shortage ‍ Mass skills shortages ease slightly. This year 54% of technology leaders globally say that a skills shortage is preventing them from keeping up with the pace of change, down from the record 70% last year as technology demand and skills supply move a little more in balance. ‍ Skills in demand. However, although scarcity of top skills for every type of technology professional has fallen year-on-year, there still remains a shortage with the most scarce skills being data engineers, enterprise architects, software engineers and technical architects. ‍ Demand for cyber skills sees largest fall. In recent years cybersecurity skills have occupied the top three most scarce skills, but this year has seen one of the largest falls in demand globally (down 37%) as technology leaders focus their limited budgets on completing their transformation and revenue generation ambitions rather than shoring up security. ‍ Potential impact of AI-driven cyberattacks on skills. Despite this drop, a quarter of technology leaders globally still struggle to find the right cybersecurity skills. The report also suggests that, if AI begins to generate new levels of cyber risk, cyber specialists may once again top the league table of skills in demand. Technology/Digital Leaders on the Board ‍ New tech drives need for technology/digital leaders to be on the top table. Over two thirds (68%) of technology leaders globally are members of the operational board/executive management team, the highest level since 2017 (71%). Over the last five years there have been signs of a decline in executive committee membership, but the report says that this is now on the rise due to the proliferation of new technologies like generative AI, where technology leaders can offer a unique and valuable perspective to the top table.‍ A seat on the executive committee also helps outperform the competition. When technology leaders are given a seat at the top table this delivers advantages over the competition, including a 20% uplift in adopting new technology, and a 24% advantage in attracting and retaining talent. Bev White, CEO of Nash Squared, concluded: “After the once-in-a-generation spike in investment in technology that we saw due to the pandemic, things have settled down to more like normal now. But this ‘normal’ remains substantial and significant, as digital technologies are central to how the modern business operates. That’s why, as our report shows, having a technology specialist like the CIO on the executive committee delivers measurable benefits. "However, for any business to perform at its best, the working model needs to be right. There is a fascinating and very much live debate going on at the moment as to what kind of in-office mandate businesses should adopt. There is no single answer here, of course – it will vary for each individual business. However, our research shows that there are clear risks to the diversity agenda in pushing too far in the back-to-office direction. This needs to be very carefully monitored and managed if we want to ensure that technology drives up its levels of talented women.” About the Report In its 25th year of publication, the 2023 Nash Squared Digital Leadership Report is the world’s largest and longest running survey of senior technology decision makers. Launched in 1998 and previously called the CIO Survey, it has been an influential and respected indicator of major trends in technology and digital for over two decades. This year a survey of 2,104 technology/digital leaders globally took place between 22nd June 2023 and 18th September 2023, across 86 countries. About Nash Squared Nash Squared are the leading global provider of technology and talent solutions. We’re equipped with a unique network, that realises the potential where people and technology meet. For over three decades we’ve been helping clients solve broad and complex problems, building and transforming their technology and digital capability. [1] This year, a survey of 2,104 technology leaders globally took place between 22nd June 2023 and 18th September 2023, across 82 countries. [2] Global technology leaders were either asked for their views on the AI market, or specifically generative AI, a subset of AI. In this press release, the term AI refers to the entire AI market in globally, and the term ‘generative AI’ refers to generative AI applications such as ChatGPT.

Following a series of acquisitions and expansions, Nash Squared hired Ankur Anand as CIO to drive new ways of working and further growth. This article first appeared on diginomica. With the annual Digital Leadership Report about to land on business technology leaders' desks, diginomica caught up with the new CIO of Nash Squared, who carries out the important state of the community analysis. Ankur Anand arrived at Nash Squared in June as the company continues an aggressive growth strategy and, like its customers, deals with the technology skills shortage. Nash Squared describes itself as a provider of technology and talent. Formerly listed on the London Stock Exchange, the business has been ‘doing a Dell’ since 2018, when Isle of Man investment firm DBay Advisors took the firm private. Nash Squared reports billed revenue of £1.3 billion from placing over 500,000 technologists and delivering offshore technology services to the likes of insurance firm Atlanta Group, amongst others. Brands under the Nash Squared group include Harvey Nash, NashTech, Crimson, Spinks, Talent-IT and now Flexhuis, operating from 49 international offices in 17 countries. Since leaving the London Stock Exchange, Nash Squared has been highly acquisitive and expansionist. Two days after CIO Anand spoke to diginomica the company added a Canadian operation to its portfolio, whilst in 2022 the NashTech offshore business expanded into Latin America to increase its opportunities in North and South America. New centres were opened in Columbia, Costa Rica and El Salvador, which sit alongside existing centres in Poland and Vietnam. Whilst in recruitment, the heritage of the business, Dutch business Het Flexhuis, which provides recruitment as a managed service, was acquired in July 2022. The Flexhuis offering was then taken globally in February 2023. These expansions have led to the creation of Anand's role. He says: "This company has been highly entrepreneurial, and now we move to the next phase of growth, as it is important to bring it all together for our clients." The next phase isn't just about the operating model but continued global expansion, he adds: "As the US is growing, we need to scale up fast, and it is the same in Asia. As the CIO, that will come from using the cloud, talent and the operating model. There is always room for optimisation and automation, especially of low-value processes, so that our people are focused on building relationships with our customers and candidates. I believe this will make us very strong in terms of our global expansion." Dot to dot Having made a series of big deals, the senior leadership team of Nash Squared felt it needed a CIO in order to get the full value from its acquisitions, the CIO says. Adding: "The way I look at it, we have invested in technology to drive the business lines, but we have missed the opportunity to collaborate better. So, we will bring all the systems together with a data strategy to create a single client view. We have to look at it as a global business; the capability comes from the data, the platform and the collaboration. This will ensure our people are empowered with data to make decisions at speed. We are looking at client engagement to make sure that we have the right operating model. By connecting the dots on the customer, our sales teams will have the right information available to them. So, the first thing is collaboration. How do we do it better, to be more efficient, and gain competitive advantage, and to attract more top talent? Technologically, that means we need an agile infrastructure that allows us to scale up and scale down. We can promote collaboration through various tool sets, and all of this has to be done with the customer and the candidate at the centre of our thinking." Implementing the dot connection will be NashTech, the group's own tech firm. Anand says: "They are at the forefront of my strategy in terms of platform and infrastructure." As we have detailed time and again on these pages, technology is only part of the story in changing the way an organization operates; the big challenge is the cultural aspect. Anand says: "Success comes with not only the strategy but the speed that we execute that strategy. Cultural integration is an important part of our transformation. Many organizations fail to do that, and the CEO, Bev White, sees this as a really important factor." With this in mind, Anand has members of NashTech and Crimson on his technology advisory board. NashTech sits alongside Microsoft and Bullhorn CRM as his three key technology providers. The CIO cites data as key to his strategy, he says: "We have data analysts across various parts of the business, and we are beginning to look at a lean process with democratized data. Every single organization is hampered by data bottleneck issues." Developing talent There is a finite amount of talent available. In the Digital Leadership Report of 2022, 70% of responding business technology leaders said that the skills shortage was preventing their businesses from keeping up with the pace of change. As a CIO locked in the same battle as his organization's customers, how does Anand see his business and community responding? "We have to develop a lot of talent for our industry, and we are working with our clients to bridge the gap. The market has taught us that this is necessary. There is a huge talent fight, and in the last year, we have been competing for talent with Microsoft, Google and Amazon Web Services. Our clients have that same problem, and to meet future demands, we need to give back to society and develop the talent for the future." People banks Anand joined Nash Squared from Manpower, the US-headquartered staffing giant, which the CIO describes as highly diversified and federated. He spent five years with the business in technology change roles, firstly as Global Director of Technology Transformation and then as Regional CIO and Head of Transformation for Europe. Before joining the recruitment-focused sector, he spent over 18 years in financial services with the international bank Citi in various technology change roles. Over the years, Citi has been a proving ground for many business technology leaders; he says of his time there: "Citi played a pivotal role in laying the foundations of my CIO career. It gave me an international view with time spent in Singapore and Latin America. So, it was a rich source of learning. What I really learned was that it is not necessarily the results; it is the manner that those results are achieved. There are very few organizations that care about building their future talent, and that makes Citi really different." My take Recruitment can - and occasionally deserves - to be treated with a 'them and us' attitude. However, increasingly, the sector, just like hardware and software providers, is realising that it has to take an ecosystem approach. Delivering sales figures and resumes on desks is not enough. CIO Anand's approach to automation and data has the potential to enable that ecosystem approach to flourish, as it directs resources to where they are needed. It should also give Nash Squared employees the approach to be more human and really listen to the needs of the CIOs and CTOs, as well as candidates.

What are T Levels? T Levels are a rigorous further education route that allows young people between the ages of 16 and 19 to specialise in skills such as cyber security and software design through both academic study and on-the-job experience through an industry placement of at least 315 hours – approximately 45 days. The placement is at the heart of each T Level course. For students, it allows them to experience the world of work and put into practice the skills they have developed at school or college. For employers, it gives them early access to the very brightest young talent, helping to fill skills gaps and allowing them to inspire and shape the future of their industry. Nash Squared has been part of an influential group of employers involved in the development of the curriculum for the cyber security T Level pathway, and we are now excited to be taking our relationships with the Department for Education further as we help to build the number of employers offering T Level placements in England. What are the benefits of T Levels? Our CEO, Bev White, talks about the benefits of T Levels and the launch of the cyber security specialism that students can now choose. This article first appeared on ComputerWeekly.com. T Levels are creating a pathway into the technology sector, from software development to cyber security, for people that feel a more academic route is not for them. The UK has a strong traditional education system that leads young people through GCSEs and A Levels to a degree at some of the world’s leading universities. Every year, thousands of talented and highly educated young people graduate and enter the workplace. Nevertheless, the tech sector – like other industries – struggles to meet its entry level talent needs and build a sustainable pipeline for the future. Skills shortages and gapsare a perennial issue. Meeting diversity ambitions is another challenge, given that traditional routes tend to be dominated by students from certain demographic groups and backgrounds. That is why in recent years alternative pathways including apprenticeships and placement schemes have attracted increasing attention and investment. Recognition has grown that traditional pathways are not suited to everyone and may result in some young people being denied the opportunity to develop to their full potential. Building a wider pipeline of talent at entry level helps address skills shortages and increases diversity, enabling businesses to better reflect the communities in which they operate. The Technical education alternative There is another alternative that is gaining traction too – T Levels, and the recently announced Advanced British Standard (ABS), which over the next decade T Levels and A Levels will merge into. It’s early days since the Prime Minister’s announcement of the ABS, but what we do know is that T levels will be around for some time, and most of their employer-led ‘DNA’ will be inherited into the new ABS qualification. So, let’s look in more detail at T Levels, because they have the potential to enable young people to develop career-focused skills and help businesses meet skills needs. T Levels are an alternative to A Levels, lasting the same duration (two years). One T Level is broadly equivalent to three A Levels, with content that is more practically focused and broadly meets the needs of industry and employers. They are roughly 80% classroom based and 20% workplace based, including an industry placement of around 45 days. Many employers retain T Level students on completion of their course – giving a direct entry route into the world of work. First launched in September 2020, there are 16 different T Levels now available across subjects as diverse as agriculture, construction, digital, engineering, finance, health and science. The list is expanding, with the government aiming to have 24 T Levels available by 2024. Cyber refresh The content of existing T Levels is expanding too. The Digital Support Services T Level gives students a grounding in all aspects of digital, from how digital technologies impact the business and market environment to understanding virtual and cloud environments and using data in software design. The qualification also covers the key area of cyber security, privacy and confidentiality – and has been expanded so that, from this September, cyber security has been added to the range of ‘occupational specialism’ that students can opt for. With cyber attackers becoming ever more proactive and determined, industry is in acute need of a steady in-flow talent to their cyber security teams. Skills shortages in cyber are amongst the worst of any discipline and indeed the government recently warned of an 11,200 shortfall compared to the demands of the cyber workforce. In our own annual Digital Leadership Report, cyber routinely features as one of the highest areas of skills shortage. Technical qualifications in action The role that T Levels play today and in the future is vitally important as they create a pathway into the technology sector for those people that feel a more academic route is not for them. I was at an event recently which included a number of people who had completed their T Level studies. One such T Level graduate spoke proudly of the fact that she had never been any good at taking exams but is a great problem solver, so the more practical approach of T Levels was perfect for her. She has now landed a dream job as a Software Developer at Lloyds Bank. These sorts of examples shine a light on why T Levels are so important in providing an alternative pathway for those very gifted and talented young people who have strengths which may go unnoticed in a more traditional educational setting. Employers: lean in My message to employers is – be curious about T Levels, lean in. They could be a fantastic source of fresh new talent for your business. Hundreds of employers have already hosted T Level students on industry placements, and that number is set to grow. Take a look at the T Levels on offer and think about which ones are applicable to your line of business – getting involved could help you open up a new talent stream. Even if you don’t take on a student afterwards, giving them a placement means you will be playing your part in helping the country equip our new generation with work-ready, practically-focused skills and attributes that will keep the wheels of the economy turning. You can also find more about the Advanced British Standard, and how T Levels will fold into it over the next decade. Either way, promoting technical education will be an important factor in building our UK tech skills pipeline, and we all have a role to play. Find out more about T Levels and our recent event here.

We are absolutely delighted to announce Harvey Nash has been shortlisted for 2 Scotland Women in Technology Awards 2023! We are finalists for ‘The Inclusive Recruiter of the Year’ award, which recognises a recruitment company or employer who demonstrates awareness of diversity and inclusive issues and is leading change in tackling inclusion for women in the technology recruitment pipeline. An organisation with progressive and inclusive practices who look beyond ethnicity, gender, sexuality, disability, educational attainment and background to recruit based on skills and talent. And the ‘Diversity Initiative of the Year’ award for our NextGen offering. Which celebrates an initiative that is focused on promoting gender diversity in tech. This may include a skills initiative that encourages women and girls to build digital skills to support a move to a career in technology, or an initiative to support and retain women already within a technology career. We are also delighted to be sponsors of the ‘SME Employer of the Year’ Award which recognises an SME organisation (under 250 staff) who have demonstrated commitment to advancing the careers of women in technology. This organisation can show how it implements practices to support women in their own workforce and/or supports external initiatives to help address the gender imbalance in the workplace. As SMEs are a vital part of Scotland’s business and technology landscape we’re delighted to be supporting and celebrating these organisations. “Harvey Nash is delighted to sponsor SME Employer of the Year for SWIT’s 2023 Awards. SMEs are a vital part of Scotland’s business and technology landscape, blazing the way for innovation and adapting rapidly to facilitate growth. We’ve had the pleasure of partnering with SMEs across Financial, Legal and Health Technology, and placing the best talent to expand their teams, augment their capabilities and achieve their ambitions.” - Cameron MacGrain, Director, Harvey Nash The shortlisting’s were announced at an event at the Morgan Stanley offices in Glasgow, who are the headline sponsors for the awards. Our team and clients were delighted to attend the whole event and of course be shortlisted from over 150 submissions from across Scotland. SWiT Founder and Chair, Silka Patel, acknowledged the calibre of the entries and applauded the push from Scotland’s tech sector to champion women working in technology-focused roles. We also heard talks on self-promotion, handling expectation and allyship. We would like to extend our congratulations to our fellow finalists and thank Scotland Women in Technology for these award shortlisting’s. We look forward to attending the award ceremony in November and presenting the SME Employer of the year Award. You can find the full SWiT Awards 2023 Shortlist here.

Nash Squared expands its technology recruitment business into Canada Nash Squared, the leading global provider of technology and talent solutions, has announced the expansion of its technology and digital talent recruitment brand Harvey Nash into Canada. As organisations increasingly focus their investment on technology-led transformation, the launch of Harvey Nash in Canada allows more businesses to benefit from Harvey Nash’s 35 years’ experience in connecting organisations with the very best diverse technology talent. Already recognised by Staffing Industry Analysts as one of the fastest growing US staffing firms, Harvey Nash is well placed to provide Canadian organisations its award-winning talent solutions. This expansion compliments the company’s recent growth in Canada. In January 2023, NashTech acquired Canadian-based Knoldus to grow its technology advisory and solutions business in Canada. Together, Harvey Nash and NashTech now provide Canadian organisations with a wide range of solutions to help transform and build their digital and technology capability, from talent to technology solutions. Bev White, CEO of Nash Squared commented: “I am delighted Harvey Nash now have a presence in this important country. As Canadian organisations increasingly invest in digital transformation, finding the right talent can often be the toughest part of the project. Harvey Nash brings over three decades of experience connecting organisations with highly skilled technology talent, and together with NashTech, we are able to help our clients secure access to technology skills and solutions in almost every way.” Jason Pyle, President of Harvey Nash USA, commented: “Harvey Nash is beyond excited to expand our award-winning talent acquisition solutions north to Canada. Our company prides itself on client satisfaction, and to launch in Canada in support of our valued clients and contractors, makes this news all the better. Harvey Nash will bring the same best-in-class talent solutions to a new geography, adding to our already expansive global footprint.” Nick Lonsdale, CEO of NashTech, commented: “Establishing Harvey Nash in Canada is a great addition to our NashTech Canada business and further differentiates us from competition; NashTech’s world class technology solutions team are connected to a team sourcing world class technology talent, Harvey Nash.” For more information about Harvey Nash's expansion into Canada and its range of talent solutions, please visit www.harveynash.ca About Harvey Nash Harvey Nash is a part of Nash Squared, the leading global provider of talent and technology solutions. Our network spans 3,300+ colleagues across 18 countries and provides a uniquely broad range of service capabilities, from recruitment and workforce management to software development and technology solutions. We bring these together to address the unique challenges of our clients both now and in the future. Harvey Nash works with clients, both big and small, to deliver a portfolio of services: IT recruitment, IT outsourcing/offshoring and executive search. About Nash Squared Nash Squared are the leading global provider of technology and talent solutions. We’re equipped with a unique network, that realises the potential where people and technology meet. For over three decades we’ve been helping clients solve broad and complex problems, building and transforming their technology and digital capability. www.nashsquared.com Follow us on LinkedIn: www.linkedin.com/company/nash-squared

Lily Haake, Associate Director of our Search and Interim practice, and Bev White our organisations CEO, explore five ways in which tech leaders can secure a seat on the board. This article first appeared on ComputerWeekly.com. Many professionals have an ambition to make it to the boardroom in their career. Becoming a board member is an achievement in its own right. It opens up all the excitement and fascination of being right at the heart of business strategy and performance. It brings huge responsibility, challenge and, hopefully, reward. But for tech professionals, getting into the boardroom is not a given even as you reach senior levels. Our Digital Leadership Report, for example, shows that only around two thirds of CIOs have a seat at the boardroom table. So, whether you’re a CIO, the holder of another tech leadership position (CTO, CDO etc), or whether you’re earlier in your tech career and are thinking about the future, how can you maximise your chances of making it? 1. Be prepared to move. In a minority of cases, it may be that you’re appointed to CIO or other senior tech position that isn’t currently a board role – and impress so much that you’re moved onto the board. More often, though, it’s a case of looking to join a different company where the CIO role is already on the board. This may well be with a smaller or less established business. It may be a start-up or digital native business. You may be taking a chance on the business – and they may be taking a chance on you. You’ll have to prove your worth and show that you can deal with the complexities of strategic decision-making. It could be a fantastic opportunity on both sides. 2. Prove you’re a strategist, not just a technologist Boardroom members need to be leaders and strategists, not just heads of individual departments. You need to show that you can think strategically and understand how technology plays into the business plan and ambition. Prove, through delivery, that you are more than a narrow ‘technologist’. You understand the big picture, can bring people with you on the journey, and achieve outcomes that drive a competitive advantage. 3. Be your own person Some people seem to think the route to success is through keeping on the right side of senior stakeholders at all times, with appropriate levels of compliment-paying and flattery. But while keeping good relationships and having chemistry is obviously important, we believe it’s much more impressive to be your own person with your own views and insights. Don’t be a sycophant. Be prepared to challenge. Back up your views with evidence and data. Focus on delivery. For discerning leaders, this is much more powerful than simply towing the line. 4. Consider outside appointments and qualifications It is important to develop yourself through your career, to keep learning and look for experiences and opportunities that will add value. Many people do an MBA. This is not a pre-requisite, but it can really help. It develops your business thinking and awareness and you’re also likely to develop a network through it that you can draw on for years to come. Another thing to think about is taking up a non-executive (NED) role, whether paid or pro-bono. This will give you great exposure to the boardroom environment. It may also give you the opportunity to scrutinise CIO performance from the other side of the table. The time commitment is usually quite small and the insights it can bring are really powerful. It boosts your boardroom credibility. Also, make sure that you’re building up a bank of credible people who can provide you with a reference. 5. Think about your personal branding How are you seen externally? What will people come across if they do a search against your name? Whilst your main focus should always be on carrying out your day job, it can be a great investment to give a little regular time to building your external profile. Being seen as a thought leader or subject matter expert carries a lot of weight. Writing articles, blogs or papers, commenting in the media, speaking at seminars and events, presenting at internal town halls, maintaining a presence on social media – all of these can help you build a profile and act as positive factors in your career development. Many different factors There are many ingredients to making it to the boardroom. One of these is luck – sometimes you’re in the right place at the right time and the opportunity presents itself. Another of these is simply hard work and commitment – the surest way to success is by achieving outstanding results, and that takes effort and work. Another is patience – it may take some time. Many boardrooms (particularly in traditional, non-tech businesses) are still dominated by the over-50s. They also remain fairly heavily male – a fact that Nash Squared, and many other organisations, are working to change. However, if making it to the boardroom is amongst your ambitions, there are ways of maximising your chances of success. This could also include finding a mentor, whether formal or informal. Someone who has been on a similar journey already will have invaluable insights they can pass your way, and also help you reflect on what it is that you really want yourself. Ultimately, perhaps that is the most important thing of all: be clear what you want from your career and enjoy it on your own terms. Learn more about our our Search & Interim practice here.

Emily D’Silva, a freelance journalist, dives deeper into the issues discussed in ourlatest Tech Flix film. Despite women-owned businesses growing faster, generating more revenue and generally outperforming those led by men, female entrepreneurs receive only a small fraction of venture capital funding. An equal society What typical traits immediately come to mind when you think of a man? Ask Google, and it will give you words like strength, courage, assertiveness, independence and leadership. Now, think about traits you associate with women. Whether we like it or not, unconscious presumptions about different genders are still with us today. Particularly when it comes to female founders starting businesses, investors perceive them to be less ambitious, less competitive and more of a risk than male founders. From diversity, equity and inclusion (DEI) strategies, to gender equality laws and mainstream media – like the recent Barbie movie – society is crying out for change. If we took anything away from Barbie, it’s the resounding message that women are just as ambitious and capable as men. While we’ve been making leaps and bounds to try and improve equality in certain aspects of society, there are some areas where we’re falling tragically short. According to the Rose Review 2023, an estimated 6% of venture funding currently goes to female-led businesses. And despite increased scrutiny regarding diversity at senior levels in organisations, these positions are still predominantly taken up by straight, white men. As of this August 2023, only 10 of the FTSE 100 are women, none of whom are women of colour. Clearly, something needs to change. Inequality in the workplace has implications on the economy Improving gender equality and funding for female entrepreneurs isn’t just about being fair. A lack of gender equality in senior positions in the workplace has significant implications on society and the economy. Did you know, it’s statistically proven that businesses with female leaders or executives perform better and are more profitable? Women-led businesses have also been shown to contribute significantly to job creation and innovation. Limiting female entrepreneurs’ access to capital is only slowing economic growth. Yet still, many investors don’t value or recognise this. Tessa Clarke, CEO and co-founder of Olio, the app for sharing leftover food to minimise waste, shed some light on her personal experience of this. “A lot of the investors, who are almost exclusively male, do not understand the [food waste in the home] problem that we’re trying to solve. They’re not excited about the problem and they don’t really get the solution either,” explains Tessa. “We’ve found that female investors and also investors of colour are people who understand the importance of the climate crisis, the urgency with which we need to solve it, and also the power that community-based solutions can bring to the table.” Diverse teams with alternative perspectives offer a wider variety of solutions that can benefit society and lead to greater economic resilience and stability. So why are investors still favouring one demographic? What do VCs look for when investing? When looking for a company to invest in, venture capitals (VCs) consider a number of factors: from market trends and the unique selling point (USP) of your product/solution to assess the fit, timing and competitive advantage, to the business model, revenue growth and potential risks. Last but not least, they assess the team leading the company: their experience in the sector, confidence in their knowledge and passion and ambition to solve the problem in question. According to a study by Dana Kanze, both male and female founders generally present themselves and their businesses in the same way in pitches. If this is the case, and a female founder ticks all the right boxes, what’s stopping her from getting the funding? Other than the unconscious biases about women’s abilities, investors asking leading questions in pitching rounds is one of the factors contributing to the disparity in funding. Dana uncovered that male founders are typically asked around 67% promotion (gains and opportunities) questions, while female founders are asked around 66% prevention (risks and losses) questions. The impact of this is huge: startups asked more promotion questions tend to raise seven times more funding than those asked prevention questions. It’s time to turn the tables for female founders Rather than pitching or negotiation training and tips on strategies to secure funding, women need the sector to change. Government-led programs, policies and accelerators are beneficial, and a rise in women-focused angel investment groups and incubators can also help to address funding disparities. “To put it simply, women need more capital, not advice. I’m delighted to see that at least new female angel syndicates are forming (Alma Angels, Angel Academy, SIE ventures) and investment platforms such as ODIN are helping to get more female operators investing. This is the catalyst we need to start changing the stats," explains Nina Tumanishvili, UK chapter lead for Women in Tech Org. VC firms and investment also need to change. Clear DEI targets and goals need to be set to achieve 50/50 female and male investment committees, and diversity and inclusion needs to become a part of the decision-making process. Businesses’ long-term value that’s not only monetary, but also valuable to society and the planet is something else that VCs need to start considering. We’re living in tumultuous times and something like the climate crisis isn’t going to go away until everyone in society steps up. For investors, this means backing businesses that are doing something about it. Paul Miller, Managing Partner and CEO at Bethnal Green Ventures tells us, “It’s good business sense to invest in diverse founders.The best founders of businesses that are trying to have a positive impact on the world are going to come from a whole range of backgrounds. They’re not going to be one type of person.” The change we need to see won’t happen overnight, so until then, here are a few tips Tessa shared in a recent conversation with us, for aspiring female entrepreneurs: Taking proactive steps to preempt the conscious and unconscious biases will help you overcome them. For example, answer any negative questions with a promotion response to flip the narrative back to the positive gains and opportunities your business offers. Add details early on in your pitch deck to prove that you’re commercial and ambitious. To be taken seriously, you’ve got to prove your credibility, experience and expertise in your field. You can do this by showcasing the organisations that you’ve previously worked with or have backed your business concept. Finally, you must be mentally prepared for the fact that you’re raising with the odds stacked against you. Don’t take the rejection personally, everyone experiences it. Hear more from Tessa and Paul, as well as Ariana Alexander-Sefre, Founder & Co-CEO at SPOKE and Erika Brodnock, Co-Founder and CEO of Kinhub and Research Officer at Extend Ventures in this TechFlix documentary.

Melanie Hayes, the Chief People Officer at our parent company, Nash Squared, looks at why now is the time to focus on your environmental, social and governance credentials, and the benefits of doing so. ESG has shot up the agenda for businesses, both as a reputational issue and a driver of employee engagement and motivation. It has become a key element of corporate strategy and identity. Precisely because it is so important, it’s essential that ESG initiatives are authentic rather than a matter of corporate box-ticking. True ESG is not about doing the things you have to do for regulatory or compliance reasons – it’s about the things that no one has asked you to do but you do them anyway because it’s become part of who you are as an organisation. When you do such things – whether that’s around diversity & inclusion, working practices and flexibility, environment and sustainability – you show your true colours as a business. Because it’s authentic, it’s so much more powerful as a result. ESG under pressure? Recently, there has been something of a retrenchment in some respects regarding ESG. Cost of living pressures, high inflation, rising interest rates – all these things are putting pressure on businesses and individuals alike. Understandably in such circumstances, there can be a temptation to cut back the focus and effort around ‘discretionary’ areas like ESG. For businesses, the environmental and decarbonisation aspects of ESG in particular can come with an upfront cost. Putting these on the backburner becomes more attractive to some. We have seen this in the public arena too where there has been some push back against green policies that have a cost. For example, London’s ultra-low emission zone (ULEZ) became a significant factor in recent local elections. There is an ongoing question about how much as a society we’re all actually prepared to pay for the low carbon agenda. Meanwhile, increasing numbers of employers are beginning to take a firmer line on the working model, requiring employees to come into the office a specified number of times a week. There is a good argument for this, as undoubtedly being present with colleagues in the office generally improves collaboration and frequently results in things getting done faster. It also aids on the job learning and strengthens the sense of team culture. However, I also believe that it’s essential for businesses to retain enough flexibility so that colleagues can find the right balance for themselves individually, enabling them to work to their full potential whilst managing personal responsibilities too. The mandating of office presenteeism should not be pushed too far – there’s a fine line to find, which will vary between each and every organisation depending on the nature of its business, its culture and other factors. A real return on investment While the debate about aspects of ESG is understandable and important, we feel strongly as a business that it’s essential to keep investing in and living by the values that ESG represents. There may be an upfront cost – but it’s a bit like investing in improvements to a property: the cost of ownership will fall over time and eventually will pay for itself. For example, ESG that improves a company’s environmental footprint should create a more sustainable cost base; activities that build inclusion and a stronger team culture are likely to lower recruitment and retention costs and increase productivity. At Nash Squared, we’ve got a roadmap for the future that we’ve recently reported our progress against in our second Sustainability Report. In it, we give more detail on our low carbon journey and set out how, through a range of measures, we are on track to hit zero scope 1 & 2 carbon emissions (our own direct emissions and those from purchased electricity and other energy) by 2030. However, we recognise that this is in many ways the ‘easy part’ – it will take much longer (to 2050) to achieve full net zero through eliminating scope 3 emissions (all emissions in our value chain) as well. Achieving this will be a long-term project over the next twenty-five years. It’s important to stay committed to this and recognise that whilst it creates costs, it will also create savings. But just as important are the people-based activities such as the employee networks that we have developed across the business. These networks and communities are incredibly important because, if you have mechanisms in place that help to foster an environment that is inclusive and diverse, you’re actually making a positive difference for everyone – because we all have our own characteristics and traits that differ from others and recognising and valuing those different perspectives creates an environment where everyone can thrive. Once again, setting up networks and building their momentum does require some investment (both financial and in terms of time and resource). This can lead to challenge or questioning from some colleagues who are concerned that too much time or money will be spent on minority groups rather than the whole. You have to challenge yourself – are we spending the right amount of time/money on this? – and also make sure that there is a payoff for everyone. Make sure everyone is invited to participate in specific activities, for example. Communicate openly, share highlights and successes – make sure everyone feels involved and give them an opportunity to feed back and contribute. You’re likely to find that, gradually, your networks have a magnifying effect and improve inclusion and morale across the board. Keep aiming higher Whilst we are pleased about the impact of our ESG strategy, there is always more to do. For example, we recognise that we need to push harder to increase the representation of women at the top end. Although nearly half (43%) of our workforce globally is female, this falls to 36% at senior leader level. So we have recently launched a Women in Leadership programme to try to address this over time. Prioritising and driving ESG forward is not always easy. It takes determination and faith. You also need to approach it with discipline, running it as a business project in order to move the agenda on and see results. My advice is - don’t give up on ESG when outside factors make it harder. Show your true colours and keep committed to the values that make you who you are.

In the dynamic landscape of the technology industry, the process of job hunting and negotiation can be challenging, especially if you are counter offered. A counter offer is your current employer offering you an enhanced package to retain your talents initiated when you received a job offer from another company. In this article, we delve into the nuances of counter offers in the context of technology jobs and outline key considerations to weigh when deciding whether to accept or decline one. What is a Counter Offer? A counter offer is a proposition presented by your current employer in response to an external job offer. It typically includes incentives such as higher compensation, improved benefits, enhanced job responsibilities, or the promise of a more conducive work environment. This strategic move is designed to convince you to stay with your current company rather than accepting an offer elsewhere. Navigating Counter Offers: Key Considerations When faced with a counter offer, it's crucial to weigh your options carefully. Here are several factors specific to technology jobs that you should consider before making a decision: Long-Term Career Goals Reflect on how the counter offer aligns with your long-term aspirations within the tech industry. Will staying put help you reach your goals, or does the new opportunity offer a more promising trajectory? Company Culture and Fit Evaluate the cultural aspects of both companies. Consider where you feel more comfortable and where you believe your skills will be better utilised. Does the company culture you’re considering joining align with your own? Can you see yourself integrating within the company you are joining? Skill Development Assess the potential for skill growth and learning opportunities in both roles. Will your current job provide the challenges you seek, or does the new position offer a more innovative environment? Are there talent programmes you could be part of in your existing role that you haven’t explored? Compensation Package Scrutinize the counter offer's compensation package. Does it match or exceed the new offer? Consider not only the base salary but also bonuses, stock options, and other perks that are common in the tech industry. Do research compared to the general market and what others provide to help understand if their benefits package is inline with industry rates? Are there other benefits that are not included in the company you are considering joining? Also, ensure if you leave your current employer you will not need to pay-back/owe anything for example, study or incentive payments. Future Promises Be cautious of vague promises of future promotions or raises. Discuss what the company’s career pathways and opportunities look like. Evaluate whether your current employer has a track record of fulfilling such promises. Also, know if you decide to accept the counteroffer the things that motivated you to start looking for another job may not be resolved and you either need to be comfortable with this, or have something agreed to change these. Stability and Growth Investigate the financial stability and growth prospects of both companies. Does your current employer have a clear strategic direction/vision for the business? Or does your future company have a clear roadmap? Startup environments might offer rapid growth but could be riskier, while established firms might provide stability but slower advancement. Work-Life Balance Balance your work-life priorities. Consider factors such as commuting time, remote work options, and the overall impact on your quality of life. Team Dynamics Analyse the dynamics within your current team and the potential team at the new company. Positive collaboration and mentorship can greatly influence your job satisfaction. Understand who you will be reporting to and the experience of this individual. Industry Trends Stay updated on industry trends. If one company operates in a more cutting-edge field, it might provide more exciting opportunities for innovation. Gut Feeling Don’t rush and trust your intuition. Sometimes, your instincts can guide you toward the option that resonates most with your values and ambitions. Speak to your friends and family to help decide what your next step should be as it can be a big decision and change! Summary In summary, receiving a counter offer can be flattering and enticing, but it requires careful consideration. As technology jobs continue to evolve rapidly, your decision regarding staying or leaving your current employer play a pivotal role in shaping your career path. By thoroughly evaluating the factors unique to your situation, you can make an informed choice that aligns with your aspirations and propels you toward success in the dynamic world of tech. Remember, career negotiation is complex, but with the right steps, you can lead it with confidence. Want to speak to an expert for more help? Our experienced friendly consultants can help you navigate and discuss not only counteroffers but the whole technology job landscape. Speak to one of our team today: https://www.harveynash.co.uk/general-query-form And discover all our latest IT jobs here.

ONS figures show tech jobs are increasing, but the number of women in the industry has slightly decreased over the quarter Tech hiring in the UK is on the up, at least for slightly less than half the population. This article first appeared on The Stack. A new set of figures from the Office of National Statistics (ONS) found that while overall hiring has increased amongst companies in the technology sector, the number of women in such jobs decreased. Overall, the ONS found that for the quarter ending in June some 1.73m people in the UK worked in the tech sector. That marks an increase of 85,000 jobs on the quarter. In comparison, the October to December quarter of last year, the low point of the tech layoff push, saw some 87,000 jobs lost in the UK. The latest jobs data can give tech companies and their employees reason to be optimistic that the tough economic run in the industry is behind us and more companies will be looking to add new positions. In a comment to The Stack, Harvey Nash Managing Director for UK/Ireland and Central Europe Andy Heyes said that there appears to be an interest in jobs across the board, with developers, project managers, and business analyst being among the positions in highest demand. "There is also high demand for transformational CIOs," said Heyes, whose company specialises in tech recruitment. "For organisations struggling to find or make budget for permanent staff, contingent worker demand is rising too." Not everyone, however, is seeing the windfall of this hiring boom. While hiring is up overall, women are seeing little benefit. The ONS data shows that some 488,000 women are working in tech, a decrease of 3,000 from the previous quarter. This despite continued pushes by both government and private sector organisations to encourage more young women to pursue STEM careers and incentivise companies to add more women to their ranks. Heyes says part of the problem may be down to corporate policies in the wake of the pandemic. With more companies pushing their employees to get back into the office, those workers who are raising families can find themselves in the crosshairs of management. "The industry needs to stay committed to driving up the number of women in tech, which is already too low. This quarter’s dip shows that it’s hard to make progress stick," Heyes explained. "In recent months, with businesses under some financial pressure in a challenging wider economy, we have noticed an increase in employers specifying greater office presence and reducing some aspects of job flexibility."

In today's digital age, job hunting has moved online, making it convenient yet leaving job seekers vulnerable to a new kind of threat: phishing scams disguised as enticing job opportunities. These scams are designed to steal personal information, financial data, and even infect your devices with malware. At Harvey Nash we take these scams extremely seriously and want to provide you with advice on how to spot these fake opportunities. How to spot a potential recruitment phishing scam. Often using a reputable company's name, brand, logo and tone of voice these recruitment scams may on the surface seem authentic, but the following checks and tips will help you to protect yourself. If in doubt, contact the company. Do not respond to the message directly, this goes for email as well as WhatsApp messages. Go to the company’s website and contact them from there to check the validity of the offer. Too good to be true. If an offer seems too good to be true it usually is, so trust your instincts. Examples can include seemingly attractive salaries for little work, promise of earning a lot of money quickly. Relevancy. If the job opportunity you are being contacted for has no relevancy to your skills it is likely to be a scam. Upfront payment requests. Harvey Nash will never ask you for any payment to get a job, nor will other reputable recruitment agencies. Unprofessional communication. Poor grammar, spelling mistakes, unprofessional email addresses or overseas phone numbers are all tell-tale signs of a scam. Urgency of response. If the offer insists on an immediate response without giving you enough time to think or research, be cautious. Unsolicited links or attachments. Never click on a link or open an attachment that you suspect to be a scam. What to do if you suspect a job scam using the Harvey Nash name or logo? If you are unsure if a Harvey Nash communication or job offer is genuine, please contact Harvey Nash directly by emailing info@harveynash.com. If contacted through WhatsApp we would also suggest blocking the sender and reporting the account. You can also report the fraudster through the following resources: National Crime Agency – Fraud https://www.nationalcrimeagency.gov.uk/what-we-do/crime-threats/fraud-and-economic-crime Action Fraud (National Reporting Centre for Fraud and Cybercrime) https://www.actionfraud.police.uk/a-z-of-fraud/recruitment-scams Jobs Aware (SAFERJobs) https://www.jobsaware.co.uk/

AI is without a doubt one of the most talked about technologies at the moment almost every organisation in every sector looking to understand how they can harness the competitive benefits it offers while also looking at how they implement the necessary governance needed to ensure ethical use. Financial services is no different, with data taken from Nash Squared's DigitalLeadership report highlighting that more than 60% of businesses were actively considering, piloting or implementing AI. In fact there are a host of user cases highlighting how the sector is using AI to improve processes and customer experience. Keen to understand how the Finance Sector is adapting AI and what this means for roles, we caught up with Associate Director, Peter Weston and Senior Consultant Akeesh Khokhar. What are some of the areas in which AI is changing Finance Services?Peter Weston, Associate Director, Financial Services Practice:“There are a number of areas of finance where we are seeing AI starting to have an influence. For instance, in Investment Banking and Investment Management we have seen a change within IT where AI is being used increasingly as the first line of support for helpdesk functions. We’ve also seen internal chat integrations of AI into the likes of Slack and Teams in the form of a chatbot. AI has also been used to make the initial changes in document reviews within legal and regulatory teams. Specific to the Investment Management sector, we have seen the use of AI for performance and client reporting and automating very manual tasks across the industry. Usage in both Investment Banking and Investment Management very much depends on the data and ‘history of data’ the AI can utilise. The insurance industry is also embracing the power of AI, with a number of companies we work with using AI in underwriting and for pricing quotes. This is really having an impact as cutting seconds off the time it takes to respond to a query can make the difference between securing a deal or not. Finally, we have also seen a number of companies in the insurance sector using AI to interpret and analyse CSV files. Some insurance companies are now even basing the data and analysis function within underwriting, so that this then becomes the home to AI. There has always been an element of this, but the commercial possibilities of AI are now being viewed more widely as transformative for businesses.” What new technology jobs are likely to be created?Akeesh Khokhar, Senior Consultant, Risk, Regulation & Compliance:“We haven’t yet seen a reduction of Developer/Programmer positions due to AI, but we do believe that the role will change significantly over time. A clear example of this will be with an increase in Machine Learning in roles and Pair Programming incorporating AI, rather than utilising multiple team members. The use of Copilot is also taking over a number of the manual and repetitive tasks on a day-to-day basis. We are also seeing AI heavily influence the Data Scientist/Data Analyst role as it brings with it a massive influx of data. Data Scientists and Analysts are becoming increasingly responsible for analysing the vast amounts of data generated by AI systems to derive insights, identify trends, and make data-driven decisions to enhance various aspects of banking operations, such as customer segmentation, fraud detection, and personalised marketing. We also see the role of Customer Experience Designer being significantly changed by AI as it has the potential to revolutionise customer experience in banking, from chatbots and virtual assistants to personalised recommendations and predictive analytics. Customer Experience Designers will increasingly focus on leveraging AI technologies to create seamless and intuitive customer interactions across various touchpoints, such as mobile apps, websites, and in-branch experiences. AI will also have an impact on the cybersecurity function. In particular, cybersecurity analysts/engineers within banking will have an increasing reliance on AI systems. Those cybersecurity professionals specialising in AI will also be responsible for detecting and mitigating AI-related security threats, such as adversarial attacks and data breaches, to safeguard sensitive financial information and maintain trust in banking services. In addition, we have seen new AI driven roles start to develop such as AI Strategists/Consultants, and also expect to see the following new roles developing in banking: AI Ethicist/Regulator: As AI becomes more integrated into banking, there will be a need for professionals who understand the ethical implications and regulatory requirements surrounding AI usage. These individuals will ensure that AI systems are deployed responsibly and comply with relevant regulations, such as data protection and privacy laws. AI Model Validator: Given the critical role of AI in decision-making processes within banking, there will be a need for experts who can validate AI models to ensure their accuracy, fairness, and transparency. These validators will assess AI models for potential biases and errors, particularly in areas such as credit scoring and loan approval. AI Product Manager: As banks develop and deploy AI-driven products and services, product managers specialising in AI will be responsible for overseeing the entire product lifecycle, from ideation and development to launch and maintenance. They will work closely with cross-functional teams to define product requirements, prioritise features, and ensure alignment with business goals. Which technology jobs are under threat?Peter Weston, Associate Director, Financial Services Practice:“We’re rarely seeing technology roles in financial services being made redundant - but we are seeing a decrease in team size across IT, as AI can automate a lot of manual tasks and enhance the productivity of individual workers. We view helpdesk and support roles to be most at risk, but this also offers the opportunity for these workers to upskill and specialise more quickly. We anticipate that specialist (narrow) coders/ programmers will also come under threat, as it will become increasingly important to have a wide skillset that enables coders to understand broad logic and utilise AI from this.” Will the overall nature of the financial sector change due to AI, or is it more evolutionary?Peter Weston, Associate Director, Financial Services Practice:“We are seeing a real mix of views from technology leaders in the financial services sector, between those leaders who view AI as revolutionary and truly transformative for the industry, and those who view it as a rehash of ideas and technology which has been accessible for some time. Many technology leaders view this as just the beginning of a journey whose final destination is not yet clear: while AI could prove truly transformative, that may not be in the way or ways people are currently expecting. Ultimately, perhaps, no one knows exactly what the future holds and where the technology could take us. Whatever the variation in individual views, there is a common belief in the industry that regulation and security need to be fully in place before real change can occur. For most firms, the face of the future is yet to clearly emerge.” Summary Overall, its fascinating to see examples of where AI is being utilised within the finance sector from helpdesk to client reporting functions. The influence of AI for data scientists/analysts as it creates more data and what impact this will have on this skillset. The increased need for cybersecurity professionals specialising in AI with new threats being created. The types of new AI roles being developed from AI ethicists and validators. And the interest in the roles that are under threat being associated to those that can be done by AI which Peter supported with the reduction in team size across IT. About the authors Peter Weston is Associate Director for the Financial Services based in our London Headquarters. With more than a decade of recruitment experience, Peter oversees multiple key accounts and consultants providing contract talent across Financial Services. He has extensive knowledge across different specialisms including project & change, risk, compliance, regulation, legal, marketing, finance and operations. Akeesh Khokhar is Senior Consultant for UK risk, regulatory and compliance requirements across financial services. Akeesh has experience working with the largest investment banks, asset management/investment firms, hedge funds and fintech organisations. He is also Co-Chair of our DE&I council which strives to provide the most diverse and inclusive internal policies and practices for our employees and clients. Find out more about our Financial Services practice here.