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<p>With over three decades of experience in the tech sector, we continually adapt to the ever-changing needs of our clients. We&rsquo;ve worked with over two-thirds of the world&rsquo;s leading companies, placing thousands of tech experts, from software engineers and data scientists to CIOs and CDOs.</p>

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<p>We&rsquo;re Harvey Nash, and we build amazing technology and digital teams.&nbsp;There are very few recruitment companies that offer the in-depth knowledge, network and enviable track record that comes from being totally dedicated to working in technology for over three decades. Our relationships with individuals and organisations span years and it is this intimacy with the technology sector that enables us to be so effective.</p>

<p>If you're looking to secure your next role or make your next best hire, we'd love to help. Get in touch to speak with one of our consultants today.</p>

How do we balance its incredible potential of AI with its catastrophic possibilities?

<p>Download the report and whitepaper to gain in-depth insights and key takeaways from the event.</p>

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<p>Take a look at the IT jobs we’ve got to take your career to where you want it to go. Whether you're looking for permanent, contract or even interim jobs, we can help match you with a role and a company that fits you.</p>

<p>We are delighted to provide bespoke talent solutions across Central Government. Here&rsquo;s some examples of the Government departments and bodies we&rsquo;re currently working with:&nbsp;</p>

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<p><strong>We’re Harvey Nash, and we build amazing technology and digital teams.</strong></p><p>There are very few recruitment companies that offer the in-depth knowledge, network and enviable track record that comes from being totally dedicated to working in technology for over three decades. Our relationships with individuals and organisations span years and it is this intimacy with the technology sector that enables us to be so effective.</p>

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<p>If you’re a technologist looking to navigate your career in this dynamic sector or a digital or HR leader looking to benchmark your organisation, this report is for you.</p>

<p>We are delighted to provide bespoke talent solutions across Higher Education. Here&rsquo;s some examples of the academic institutions we&rsquo;re currently working with:&nbsp;</p>

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<p>We're Harvey Nash, and we build amazing technology and digital teams.</p>

<p>From senior appointments through to recruitment and project solutions we are experts in&nbsp;<strong>technology talent.</strong>&nbsp;</p>
<p>There are very few recruitment companies that offer the in-depth knowledge, network and enviable track record that comes from being totally dedicated to working in technology for over three decades. Our relationships with individuals and organisations span years and it is this <strong>connectivity</strong> with the technology sector that makes us so effective.</p>

We build <strong>amazing</strong> technology teams

<div>We're Harvey Nash, and we build amazing technology and digital teams.</div>

<div>We&rsquo;re Harvey Nash, and we build amazing technology and digital teams. There are very few recruitment companies that offer the in-depth knowledge, network and enviable track record that comes from being totally dedicated to working in technology for over three decades. Our relationships with individuals and organisations span years and it is this intimacy with the technology sector that enables us to be so effective.</div>

Why choose <strong>Harvey Nash</strong> as your independent Direct Sourcing Curation Partner?

<p>From global enterprises to SMEs, we work with amazing clients all over the world to find you the best IT jobs in the market today. Here’s an example of some of the companies we’re working with at the moment.</p>

<p><a href="https://www.lancaster.ac.uk/" target="_blank" rel="noopener">Our website</a></p><p><a href="https://www.lancaster.ac.uk/edi/" target="_blank" rel="noopener">Equality, Diversity &amp; Inclusion</a></p><p><a href="https://features.lancaster-university.uk/lancaster-university-virtual-tour/" target="_blank" rel="noopener">Campus tour</a></p>

Discover more about <strong>Lancaster University</strong>

"At Lancaster University you will join an IT team whose technical excellence and ability to deliver is unparalleled. Our community of people are determined to deliver outstanding customer experiences, rooted in the latest technology, as we transform our University through our ambitious digital strategy. This is a very exciting time to join us, as we deliver a new five-year Digital Strategy, with the core aim being, Digital at Lancaster to be recognised as a global leader in Higher Education. IT Services play a pivotal role in this transformation. Our digital strategy will allow us to use data as a strategic asset, make use of emerging AI technology, drive new levels of security and sustainability, transform global experiences, and deliver sector-leading personalised user experiences. We’re ready to build our team with innovative and ambitious people, who can join our fun, friendly and inclusive teams. If you are looking for a role that allows you to grow and develop your excellent technical skills to change the world through education, research and sustainable action, then come and join us."

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Discover <strong>Lancaster University</strong> Digital Strategy

<p>We are delighted to provide bespoke talent solutions across local government. Here&rsquo;s some examples of the local authorities we&rsquo;re currently working with:&nbsp;</p>

We’re Harvey Nash, and we build amazing technology and digital teams.

<p>We are proud to provide bespoke talent solutions across the NHS. Here&rsquo;s some examples of the NHS boards we&rsquo;re currently working with:&nbsp;</p>

If you're looking to secure your next role or make your next best hire, we'd love to help. Get in touch to speak with one of our consultants today

Discover more about <strong>Park Dean</strong>

"I’m excited to welcome new team members with a wide range of skills, experiences and backgrounds who will be able to lead, support and guide the next phase of our transformational development.With such a wide-ranging programme we have lots of opportunities available. We are a collaborative and engaging team, always learning new things that can improve the products and services that we deliver. You’ll bring capability and enthusiasm to support our ambitious vision, with a desire to make a real difference at all levels of skills and experience. We’re really excited to encourage people to join us to develop a sustainable and diverse team while supporting your professional and personal development.I look forward to receiving your application."

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<p>We are delighted to provide bespoke talent solutions across the breadth of public sector. From academic institutions to local authorities we understand the unique challenges and intricacies to deliver and retain exceptional technology talent. Here&rsquo;s some examples of the organisations we&rsquo;re providing our public sector recruitment to:</p>

<p>Thank you for downloading our Tech Talent &amp; Salary Report, we hope you find this resource helpful. If you would like more information or to speak to one of our team about the findings please feel free to contact us at +44 (0) 20 7333 0033 or visit our contact us page <a href="https://www.harveynash.co.uk/contact-us">here.</a></p>

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<p>We appreciate you reaching out to us. Our team will review your requirements and respond shortly. In the meantime, please feel free to explore our website or contact us at +44 (0) 20 7333 0033 for immediate assistance.</p>

<div>We&rsquo;re Harvey Nash, and we build amazing technology and digital teams.&nbsp;There are very few recruitment companies that offer the in-depth knowledge, network and enviable track record that comes from being totally dedicated to working in technology for over three decades. Our relationships with individuals and organisations span years and it is this intimacy with the technology sector that enables us to be so effective.</div>

<p>We understand that people are the core of technology, not just 'services or solutions'. For over 30 years, we have been finding the best technology talent for our clients, using every possible method. Today, our expertise goes beyond recruitment, as we offer a wide range of solutions to help you solve any talent problem. Whether you need <strong>executive search, contracting, outsourcing, or innovative partnerships,</strong> our expert recruiters will advise and implement the best solution for your business.&nbsp;Have a vacancy you need support with - simply click on the button and get started or explore our recruitment solutions below.</p>

Whatever your recruitment challenge, we have the <strong>solution</strong> for you

<p>From global enterprises to SMEs, we work with amazing clients all over the world to find you the best IT jobs in the market today. Here&rsquo;s an example of some of the companies we&rsquo;re working with at the moment.</p>

<p>We are always on the lookout for talented individuals like yourself. Your CV has been sent to our team of consultants who will review and reach out if they identify a role that matches your skills and experience.</p>

<p>We encourage you to browse our current job openings and apply directly to any position that interests you.</p>

<p><a href="https://preview.shorthand.com/jtpQd67EjCUxw0Zo" target="_blank" rel="noopener">Our website</a></p><p><a href="https://virtualcampustour.leeds.ac.uk/" target="_blank" rel="noopener">Campus tour</a></p><p><a href="https://www.linkedin.com/school/university-of-leeds/" target="_blank" rel="noopener">Our Linkedin</a></p>

Discover more about <strong>University of Leeds</strong>

"At the University of Leeds you will be joining an incredible community of people determined to make a difference, whether that be through providing inspiring student education, supporting University operations or contributing towards innovative research. It is a very exciting time to join us, our ambition is to become a global leader in the use of digital technologies, data and digital approaches to support student education, global lifelong learning, research and innovation.IT Services plays a critical part in that ambition and we’re delivering two significant and far-reaching programmes that will modernise our technology and improve our cyber security capability. In our annual review you can see just some of the significant progress we’ve already made – now we’re ready to grow our team further and we’re looking for talented individuals to join our fun, friendly and inclusive team."

<p>Hear from Megan Parsons- Digital Education Manager of Engagement &amp; Communications. In this video, Megan, describes how the University of Leeds offers flexible working patterns and work-life support, alongside the opportunity to collaborate with inspiring people. If you are looking for a challenging role that makes an impact on society, make your next career move the University of Leeds.</p><p>&nbsp;</p><p><code><iframe title="YouTube video player" src="https://www.youtube.com/embed/Edh6FUJc1tk?si=5JBeJealR7gXfXGV" width="560" height="315" frameborder="0" allow="accelerometer; autoplay; clipboard-write; encrypted-media; gyroscope; picture-in-picture; web-share" allowfullscreen="allowfullscreen"></iframe></code></p>

<p><a href="https://www.salford.ac.uk/" target="_blank" rel="noopener">Our website</a></p><p><a href="https://explore.salford.ac.uk/" target="_blank" rel="noopener">Campus map</a></p><p><a href="https://www.salford.ac.uk/travel" target="_blank" rel="noopener">Travelling to the University</a></p><p><a href="https://www.salford.ac.uk/equity-diversity-and-inclusion" target="_blank" rel="noopener">Equality, Diversity &amp; Inclusion</a></p>

Discover more about <strong>University of Salford</strong>

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<p><a href="https://www.sheffield.ac.uk/it-services/about/working-it-services" target="_blank" rel="noopener">Working in IT Services</a></p><p><a href="https://www.sheffield.ac.uk/it-services/about/vision-and-strategy" target="_blank" rel="noopener">Vision and Strategy</a></p><p><a href="https://www.sheffield.ac.uk/it-services/about/values" target="_blank" rel="noopener">Values</a></p><p><a href="https://www.sheffield.ac.uk/it-services/about/structure" target="_blank" rel="noopener">Structure</a></p>

"I’m excited to welcome new team members with a wide range of skills, experiences and backgrounds who will be able to lead, support and guide the next phase of our transformational development.With such a wide-ranging programme we have lots of opportunities available. We are a collaborative and engaging team, always learning new things that can improve the products and services that we deliver. You’ll bring capability and enthusiasm to support our ambitious vision, with a desire to make a real difference at all levels of skills and experience. We’re really excited to encourage people to join us to develop a sustainable and diverse team while supporting your professional and personal development. I look forward to receiving your application."

<p>Sheffield is England's fourth-largest city, with the wealth of facilities you would expect to find in a major city, yet it's compact, welcoming and accessible.</p><p>&nbsp;</p><p><code><iframe src="https://www.youtube.com/embed/bLDqPtxcxbA?si=wUMIQqu8PpNXAiio" width="560" height="314" allowfullscreen="allowfullscreen"></iframe></code></p>

<p data-start="191" data-end="733"><a href="https://futurescot.com/" target="_blank" rel="noopener">FutureScot&rsquo;s</a> recent article, <em data-start="220" data-end="381"><a href="https://futurescot.com/ai-efficiency-and-the-next-wave-of-digital-leadership-in-scotland/?utm_source=chatgpt.com" target="_blank" rel="noopener" data-start="221" data-end="380">AI, efficiency and the next wave of digital leadership in Scotland</a></em>, explores how Scotland&rsquo;s public sector is responding to the growing opportunities and challenges of digital transformation. Drawing on findings from the <a href="https://www.harveynash.co.uk/research-whitepapers/digital-leadership-report-2025" target="_blank" rel="noopener">2025 Nash Squared / Harvey Nash Digital Leadership Report</a>, it highlights how technology leaders across Scotland are shifting their focus towards efficiency, resilience and measurable outcomes.</p>
<p data-start="735" data-end="1269">The piece notes that operational efficiency has become a key boardroom priority, with organisations looking to deliver more impactful, outcome-driven technology investments. However, many leaders continue to face obstacles in the form of persistent skills shortages, particularly across areas such as AI, data, cybersecurity and DevOps. Cyber resilience remains another critical theme, as a significant number of organisations have experienced cyberattacks in the past year, underscoring the urgency of stronger security strategies.</p>
<p data-start="1271" data-end="1659">At the same time, the article points to the growing importance of collaboration and partnerships, with many Scottish digital leaders planning to increase their use of specialist partners and external expertise to scale transformation. Together, these developments suggest a more mature phase of digital leadership in Scotland, one focused on execution, capability and long-term impact.</p>
<p data-start="1661" data-end="1927">As proud sponsors of <a href="https://futurescot.com/futurescot-conferences/digitalscotland-2025/" target="_blank" rel="noopener">Digital Scotland 2025</a>, Harvey Nash will be joining Scotland&rsquo;s digital community to discuss exactly these themes, exploring how technology, talent and leadership can work together to deliver meaningful change across the public sector.</p>
<p data-start="1929" data-end="2130">Read the full article on FutureScot:&nbsp;<a class="decorated-link" href="https://futurescot.com/ai-efficiency-and-the-next-wave-of-digital-leadership-in-scotland/?utm_source=chatgpt.com" target="_new" rel="noopener" data-start="1969" data-end="2128">AI, efficiency and the next wave of digital leadership in Scotland</a></p>

Digital leadership in Scotland

<p data-start="54" data-end="303">Data roles are becoming increasingly critical as organisations look to harness AI effectively. The demand for professionals skilled in managing, structuring and interpreting data is rising, with experience in AI-specific roles particularly valued.</p>
<p data-start="305" data-end="829">In an article for<a href="https://www.computing.co.uk/" target="_blank" rel="noopener"> Computing.com,</a> Senior Recruitment Consultant at Harvey Nash, <a href="https://www.harveynash.co.uk/team/daniel-neaves" target="_blank" rel="noopener"><strong data-start="388" data-end="405">Daniel Neaves</strong></a>, explores how data-focused roles underpin the development and deployment of AI. He highlights the importance of building a career that demonstrates both technical expertise and practical experience, specialising in areas where AI and data intersect. Daniel also stresses the value of maintaining up-to-date profiles, targeting applications thoughtfully, and building strong relationships with recruiters and hiring teams.</p>
<p data-start="831" data-end="998">He underlines that while AI can support recruitment processes, personal effort, preparation, and persistence remain key to career success in this competitive market.</p>
<p data-start="1000" data-end="1111">Read the full article on <a href="https://www.computing.co.uk/opinion/2025/data-roles-underpinning-ai" target="_blank" rel="noopener" data-start="1025" data-end="1109">Computing.com</a></p>

Why data roles are at the heart of the AI boom

<p class="MsoNormal">Artificial Intelligence (AI) and machine learning (ML) have moved rapidly from experimental projects to mainstream business priorities in the UK. Organisations across every sector are exploring how automation, predictive models and generative AI can unlock efficiency, innovation and competitive edge.</p>
<p class="MsoNormal">As adoption accelerates, demand for AI and ML professionals has risen sharply. What was once the domain of research labs and niche tech firms is now a boardroom conversation. Employers aren&rsquo;t just looking for technical experts; they need individuals who can help shape strategy, manage risks, and embed AI capabilities responsibly across the organisation.</p>
<p class="MsoNormal">2025 feels like a pivotal year. The opportunities are vast, but the competition for talent is intensifying. The challenge for businesses is to secure the right people, with the right skills, to deliver on their AI ambitions.</p>
<h1 class="MsoNormal">Why AI and Machine Learning talent are in high demand</h1>
<p class="MsoNormal">Across the UK, companies are seeking to integrate AI into their operations, often starting with chatbots, automation, or customer-facing applications, but increasingly moving towards deeper transformation projects.</p>
<p class="MsoNormal">Three main drivers are shaping demand:</p>
<ul>
<li><strong>Business adoption at scale</strong> &ndash; AI is no longer confined to pilot projects. Retailers are using it for customer personalisation, banks for fraud detection, and healthcare providers for diagnostics.</li>
<li><strong>Generative AI hype and reality</strong> &ndash; the explosion of generative AI tools has prompted many organisations to invest in in-house capability, either to build proprietary models or to adapt existing ones.</li>
<li><strong>Competition and retention</strong> &ndash; talent is scarce and mobile. Many employers are hiring defensively, seeking to retain people before competitors can lure them away.</li>
</ul>
<p class="MsoNormal">This combination is fuelling one of the most competitive hiring markets we&rsquo;ve seen in years.</p>
<h1 class="MsoNormal">Key AI and ML trends shaping the UK in 2025</h1>
<p class="MsoNormal">To understand the AI and ML hiring landscape, it&rsquo;s important to look at what&rsquo;s driving the conversation today:</p>
<ul>
<li class="MsoNormal"><strong>Generative AI takes centre stage<br></strong>The surge in generative AI adoption has created an increased demand for ML engineers, prompt engineers, and AI product specialists who can operationalise these technologies.</li>
<li class="MsoNormal"><strong>Ethics and governance</strong><br>As AI is embedded in business processes, risks around bias, transparency and regulation are rising. Employers are beginning to seek specialists in AI governance and compliance to develop ethical frameworks, ensure accountability in AI decision-making, and align their AI strategies with evolving legal standards.</li>
<li class="MsoNormal"><strong>Data foundations are critical</strong><br>Without high-quality, well-structured data, AI projects fail. Companies are therefore investing heavily in data engineering and analytics talent alongside AI hires.</li>
<li class="MsoNormal"><strong>Integration into digital transformation</strong><br>AI is no longer a separate initiative; it&rsquo;s becoming part of broader transformation strategies, impacting IT, operations, HR and customer experience.</li>
<li class="MsoNormal"><strong>Professional development and<span style="mso-spacerun: yes;">&nbsp;</span>evolving skills</strong><br><span style="mso-ascii-font-family: Aptos; mso-fareast-font-family: Aptos; mso-hansi-font-family: Aptos; mso-bidi-font-family: Aptos;">Continuous learning and upskilling is essential for all employees, especially technologists and AI or machine learning experts who must evolve as fast as the technology does.<span style="mso-spacerun: yes;">&nbsp;</span></span></li>
</ul>
<h1 class="MsoNormal">The most in-demand AI and ML roles for 2025</h1>
<p class="MsoNormal">The hiring market is being shaped by organisations seeking resilience, innovation and agility. Some of the most in-demand roles include:</p>
<ul style="margin-top: 0cm;" type="disc">
<li class="MsoNormal" style="mso-list: l2 level1 lfo3; tab-stops: list 36.0pt;"><strong>Machine Learning Engineer</strong> &ndash; building, training and deploying ML models.<br><em>Typical salary: &pound;70,000 &ndash; &pound;110,000*</em></li>
<li class="MsoNormal" style="mso-list: l2 level1 lfo3; tab-stops: list 36.0pt;"><strong>Data Scientist</strong> &ndash; analysing complex data sets to provide actionable insights.<br><em>Typical salary: &pound;60,000 &ndash; &pound;100,000*</em></li>
<li class="MsoNormal" style="mso-list: l2 level1 lfo3; tab-stops: list 36.0pt;"><strong>MLOps Engineer</strong> &ndash; managing the deployment and lifecycle of AI models in production.<br><em>Typical salary: &pound;75,000 &ndash; &pound;115,000*</em></li>
<li class="MsoNormal" style="mso-list: l2 level1 lfo3; tab-stops: list 36.0pt;"><strong>AI Product Manager</strong> &ndash; bridging the gap between business strategy and AI delivery.<br><em>Typical salary: &pound;65,000 &ndash; &pound;105,000*</em></li>
<li class="MsoNormal" style="mso-list: l2 level1 lfo3; tab-stops: list 36.0pt;"><strong>Prompt Engineer / Generative AI Specialist</strong> &ndash; optimising large language models for business use cases.<br><em>Typical salary: &pound;55,000 &ndash; &pound;90,000*</em></li>
<li class="MsoNormal" style="mso-list: l2 level1 lfo3; tab-stops: list 36.0pt;"><strong>AI Governance Specialist</strong> &ndash; ensuring ethical, transparent and compliant use of AI.<br><em>Typical salary: &pound;70,000 &ndash; &pound;95,000*</em></li>
</ul>
<p class="MsoNormal"><em>* Salary ranges are based on London market rates.</em></p>
<p class="MsoNormal">We are also seeing hybrid roles emerge, for example, &ldquo;AI Risk Manager&rdquo; or &ldquo;Applied AI Strategist&rdquo;, reflecting the fact that AI is no longer just a technical discipline, but a strategic business capability.</p>
<h1 class="MsoNormal">The skills employers are prioritising</h1>
<p class="MsoNormal">Employers are searching for candidates who bring both technical depth and the ability to shape strategy.</p>
<p class="MsoNormal"><strong>Core technical skills include:</strong></p>
<ul style="margin-top: 0cm;" type="disc">
<li class="MsoNormal" style="mso-list: l4 level1 lfo4; tab-stops: list 36.0pt;">Python, TensorFlow, PyTorch</li>
<li class="MsoNormal" style="mso-list: l4 level1 lfo4; tab-stops: list 36.0pt;">Natural Language Processing (NLP)</li>
<li class="MsoNormal" style="mso-list: l4 level1 lfo4; tab-stops: list 36.0pt;">Generative AI and LLM fine-tuning</li>
<li class="MsoNormal" style="mso-list: l4 level1 lfo4; tab-stops: list 36.0pt;">MLOps and cloud AI platforms (AWS, Azure, GCP)</li>
<li class="MsoNormal" style="mso-list: l4 level1 lfo4; tab-stops: list 36.0pt;">Data engineering and governance</li>
</ul>
<p class="MsoNormal"><strong>Certifications occasionally requested:</strong></p>
<ul style="margin-top: 0cm;" type="disc">
<li class="MsoNormal" style="mso-list: l6 level1 lfo5; tab-stops: list 36.0pt;">Cloud AI certifications (AWS, Azure, GCP)</li>
<li class="MsoNormal" style="mso-list: l6 level1 lfo5; tab-stops: list 36.0pt;">AI/ML specialisations from leading universities</li>
<li class="MsoNormal" style="mso-list: l6 level1 lfo5; tab-stops: list 36.0pt;">Data science and advanced analytics credentials</li>
</ul>
<p class="MsoNormal"><strong>Soft skills are equally vital:</strong></p>
<ul style="margin-top: 0cm;" type="disc">
<li class="MsoNormal" style="mso-list: l5 level1 lfo6; tab-stops: list 36.0pt;">Strategic thinking and business alignment</li>
<li class="MsoNormal" style="mso-list: l5 level1 lfo6; tab-stops: list 36.0pt;">Communication with non-technical stakeholders</li>
<li class="MsoNormal" style="mso-list: l5 level1 lfo6; tab-stops: list 36.0pt;">Problem-solving in fast-moving environments</li>
<li class="MsoNormal" style="mso-list: l5 level1 lfo6; tab-stops: list 36.0pt;">Collaboration across functions</li>
</ul>
<h1 class="MsoNormal">Challenges in hiring AI and ML talent</h1>
<p class="MsoNormal">As demand for AI and ML talent grows, organisations face several key challenges:</p>
<ul style="margin-top: 0cm;" type="disc">
<li class="MsoNormal" style="mso-list: l1 level1 lfo7; tab-stops: list 36.0pt;"><strong>Talent shortages &ndash; </strong>Our 2025 Nash Squared / Harvey Nash Digital Leadership Report found that AI has surged to become the most scarce technology skill in the UK.</li>
<li class="MsoNormal" style="mso-list: l1 level1 lfo7; tab-stops: list 36.0pt;"><strong>Competition</strong> &ndash; top candidates often receive multiple offers, driving up salaries and expectations.</li>
<li class="MsoNormal" style="mso-list: l1 level1 lfo7; tab-stops: list 36.0pt;"><strong>Slow processes</strong> &ndash; delays in the hiring process can mean losing talent to faster-moving competitors.</li>
<li class="MsoNormal" style="mso-list: l1 level1 lfo7; tab-stops: list 36.0pt;"><strong>Capability assessment</strong> &ndash; employers often struggle to test technical and applied skills effectively.</li>
</ul>
<h1 class="MsoNormal">Building the future with AI and ML talent</h1>
<p class="MsoNormal">AI and machine learning are no longer niche specialisms but central to business growth, innovation and competitiveness. For UK organisations, 2025 represents a critical moment to secure the talent that will define their future.</p>
<p class="MsoNormal">The organisations that succeed will be those that:</p>
<ul style="margin-top: 0cm;" type="disc">
<li class="MsoNormal" style="mso-list: l0 level1 lfo8; tab-stops: list 36.0pt;">Invest early in the right people.</li>
<li class="MsoNormal" style="mso-list: l0 level1 lfo8; tab-stops: list 36.0pt;">Provide clear strategic direction.</li>
<li class="MsoNormal" style="mso-list: l0 level1 lfo8; tab-stops: list 36.0pt;">Offer development and retention opportunities.</li>
</ul>
<p class="MsoNormal">As <a href="https://www.harveynash.co.uk/team/daniel-neaves" target="_blank" rel="noopener">Dan Neaves</a> highlights, success in AI hiring starts with the right foundations:</p>
<p class="MsoNormal"><em>&ldquo;Businesses need quality data, a clear AI strategy, and a future plan of what the capability looks like now, in three years, and in five years. Combined with a slick hiring process and professional development opportunities, that&rsquo;s how you attract the best talent in AI.&rdquo;</em><strong> </strong></p>
<h1 class="MsoNormal">How Harvey Nash supports AI and ML recruitment</h1>
<p class="MsoNormal">At Harvey Nash, we&rsquo;ve spent more than three decades helping businesses navigate technology change. As AI and ML continue to evolve, we&rsquo;re applying that experience to help organisations build the right teams for the future.</p>
<p class="MsoNormal">This is a dynamic and fast-moving area of recruitment. Roles are constantly changing as new tools, frameworks and use cases emerge. That&rsquo;s why we take a consultative approach, understanding each organisation&rsquo;s goals, maturity and culture before connecting them with exceptional talent.</p>
<p class="MsoNormal">Our consultants are deeply embedded in the UK technology community and speak to AI and ML professionals every day. We provide insight on salary benchmarks, in-demand skills and how to position roles to attract and retain the best people.</p>
<p class="MsoNormal">If your organisation is expanding its AI capability in 2025, Harvey Nash can help you navigate the evolving market, connect with exceptional professionals, and build a team fit for the future.</p>
<p class="MsoNormal"><a href="https://www.harveynash.co.uk/contact-us">Get in touch with our team to start the conversation.</a></p>
<p class="MsoNormal"><a href="https://www.harveynash.co.uk/team/daniel-neaves" target="_blank" rel="noopener"><strong>Daniel Neaves &ndash; AI &amp; Machine Learning Specialist</strong></a></p>

AI and Machine Learning Trends 2025: A UK Hiring Outlook

<p data-start="101" data-end="331"><a href="https://www.harveynash.co.uk/team/mo-gaibee" target="_blank" rel="noopener">Mo Gaibee, Associate Consultant</a> at Harvey Nash, was recently featured in a <a href="https://www.csoonline.com/uk/" target="_blank" rel="noopener">CSO Online</a>&nbsp;article exploring how AI is reshaping entry-level cyber hiring and shifting the nature of the cybersecurity skills gap.</p>
<p data-start="333" data-end="666">In the piece, Mo highlights how hiring criteria are evolving; it&rsquo;s no longer just about technical certifications. Organisations are increasingly valuing soft skills such as communication, collaboration, adaptability, and strategic thinking, as cybersecurity now touches many areas of a business, including legal, HR, and marketing.</p>
<p data-start="668" data-end="872">He also notes that while AI is automating more of the repetitive monitoring tasks, it hasn&rsquo;t reduced the need for human talent, instead, it&rsquo;s changing the profile of the skills that are most in demand.</p>
<p data-start="874" data-end="1111" data-is-last-node="" data-is-only-node=""><a href="https://www.csoonline.com/article/4058190/ai-is-altering-entry-level-cyber-hiring-and-the-nature-of-the-skills-gap.html?utm=hybrid_search" target="_blank" rel="noopener">Read the full article on CSO Online.</a></p>

How is AI reshaping entry-level cybersecurity hiring?

<p data-start="154" data-end="579">The tech recruitment market has grown more competitive in recent years, with economic uncertainty, rising costs and offshore hiring affecting opportunities. Many professionals are staying longer in their current roles, which means fewer openings and tougher competition. Yet demand remains strong in areas such as software development, big data, cyber security and, in particular, roles requiring proven experience with AI.</p>
<p data-start="581" data-end="1389">In an article for <a href="https://www.computerweekly.com/" target="_blank" rel="noopener">Computer Weekly</a>, Managing Consultant at Harvey Nash,&nbsp;<a href="https://www.harveynash.co.uk/team/alex-reeder" target="_blank" rel="noopener">Alex Reeder</a>, shares six key tips to help candidates succeed in this environment. He highlights the importance of specialising in both technologies and industry sectors, building a career history that demonstrates longevity, and keeping profiles up to date so employers and recruiters can easily identify relevant skills. He also warns against a scattergun approach to applications, underlining the value of targeting the right roles, and stresses that while AI can be a powerful support tool in the job search, it should never replace personal effort and authenticity. Finally, he emphasises that recruitment is still a people business and that building relationships with recruiters and hiring teams can make a real difference.</p>
<p data-start="1391" data-end="1595">Alex also points to the importance of preparation, realistic expectations and persistence, encouraging professionals to back themselves and approach their job search with confidence and commitment.</p>
<p data-start="1597" data-end="1650"><a href="https://www.computerweekly.com/opinion/How-to-land-your-next-tech-role-six-top-tips" target="_blank" rel="noopener" data-start="1600" data-end="1648">Read the full article on Computer Weekly</a></p>

6 top tips to land your next tech role

<h2 class="MsoNormal"><strong>Technology recruitment specialist strengthens leadership team with proven industry executive as company advances growth strategy</strong></h2>
<p class="MsoNormal">&nbsp;</p>
<p class="MsoNormal"><strong>LONDON, 30<sup>th</sup> September 2025 &ndash;</strong> Harvey Nash, a leading global specialist technology recruitment firm, today announced the appointment of <a href="https://www.harveynash.co.uk/team/simon-crichton">Simon Crichton</a> as Chief Executive Officer. The appointment supports Nash Squared&rsquo;s strategic evolution following the successful divestiture of its NashTech business and positions Harvey Nash for accelerated growth in the technology talent market.</p>
<p class="MsoNormal">Crichton brings extensive experience in the recruitment and technology services sector, most recently serving as Managing Director of Experis UK, the specialist technology recruitment division of Manpower. Prior to that, he led Akkodis UK as CEO, where he successfully managed the complex merger of the Akka and Modis brands on behalf of Adecco Group.</p>
<blockquote>
<p class="MsoNormal">"Simon's appointment represents a natural evolution in our leadership structure as we enter an exciting new phase of growth," said <a href="https://www.harveynash.co.uk/team/bev-white">Bev White</a> who will transition from CEO to Executive Chair of Nash Squared, overseeing both Harvey Nash and Crimson businesses. "His proven track record of driving operational excellence in our sector makes him the ideal leader to execute on our strategic growth ambitions."</p>
</blockquote>
<p class="MsoNormal">As CEO, Crichton will oversee day-to-day operations across Harvey Nash's global markets, leading the continued execution of the company's strategy, which emphasises specialisation, client growth, and operational excellence to address the critical technology talent needs of clients globally.</p>
<p class="MsoNormal">The leadership transition is supported by recent key appointments including Rudolph Botha as Chief Financial Officer and Jason Pyle as Chief Operating Officer.</p>
<blockquote>
<p class="MsoNormal">"I'm excited to join Harvey Nash at this pivotal moment in the company's development," said Crichton. "Our strategy provides a clear roadmap for building a more focused and future-ready organisation, and I look forward to working with the talented team to deliver exceptional value to our clients and create new opportunities for our people."</p>
</blockquote>
<p class="MsoNormal"><strong>About Harvey Nash</strong></p>
<p class="MsoNormal">Harvey Nash is a specialist global technology recruitment firm that connects the world's most innovative companies with the technology talent they need to succeed. Over the past 35 years, Harvey Nash has been a pioneer and leading voice in the global technology space, having long term strategic partnerships with blue chip customers. With offices across multiple continents, including North America, the UK and Germany, Harvey Nash specialises in contract recruitment for specialised technology talent requirements including Cyber, AI and Data.</p>
<p class="MsoNormal"><a href="https://www.harveynash.com/">www.harveynash.com</a></p>
<p class="MsoNormal"><strong>About Nash Squared</strong></p>
<p class="MsoNormal">Nash Squared is the holding company for the Harvey Nash and Crimson brands.</p>
<p class="MsoNormal"><strong>Media &amp; Investor Contact:</strong> Rachel Watts, Global Marketing Director, Email: <span style="mso-spacerun: yes;">&nbsp;</span><a href="mailto:rachel.watts@harveynash.com">rachel.watts@harveynash.com</a></p>

Harvey Nash Appoints Simon Crichton as CEO to Drive Next Phase of Growth

<p class="MsoNormal">In the fast-moving world of technology, experience used to be the gold standard. Job titles, years in post, and familiarity with established systems once served as reliable markers of a candidate&rsquo;s value. But in 2025, that&rsquo;s changing. The rise of artificial intelligence (particularly GenAI) is transforming the skills landscape so rapidly that many of the old hiring playbooks <span style="background: yellow !msorm; mso-highlight: yellow !msorm;"><span style="mso-prop-change: 'Alex White' 20250923T1045;">are no longer fully fit for purpose.</span></span></p>
<p class="MsoNormal">New findings from the <a href="https://www.harveynash.co.uk/research-whitepapers/digital-leadership-report-2025">2025 Nash Squared/Harvey Nash Digital Leadership Report</a> highlight just how much <span style="background: yellow !msorm; mso-highlight: yellow !msorm;"><span style="mso-prop-change: 'Alex White' 20250923T1045;">priorities are shifting.<span style="mso-spacerun: yes;"> </span>According to our research, 65% of digital leaders indicate they would now prioritise hiring a developer with strong GenAI skills and just three years of experience over someone with five years of experience but no AI fluency. While this doesn&rsquo;t capture the full complexity of hiring decisions, it signals that AI skills are becoming a defining factor in today&rsquo;s hiring decisions, particularly when it comes to technology recruitment. </span></span></p>
<h1 class="MsoNormal">AI skills are now business-critical&hellip;and scarce</h1>
<p class="MsoNormal">This shift isn&rsquo;t happening in a vacuum. AI has rapidly moved to the centre of how organisations operate, from code generation and data analysis to recruitment, customer service, and internal operations. The demand for <span style="background: aqua !msorm; mso-highlight: aqua !msorm;"><span style="mso-prop-change: 'Alex White' 20250923T1045;">AI talent</span></span> has surged, with demand outstripping supply. <span style="mso-spacerun: yes;">&nbsp;</span>Our report shows that AI is now the number one skills shortage in tech. Demand for <span style="background: aqua !msorm; mso-highlight: aqua !msorm;"><span style="mso-prop-change: 'Alex White' 20250923T1045;">AI talent</span></span> has jumped from 28% in 2023 to 51% in 2025, an 82% increase, the steepest rise recorded since we began tracking skills scarcity.</p>
<p class="MsoNormal">Yet despite this, over half of organisations are not currently upskilling their staff in AI. <span style="background: yellow !msorm; mso-highlight: yellow !msorm;"><span style="mso-prop-change: 'Alex White' 20250923T1045;">The gap between AI&rsquo;s growing importance and the internal capability to support it is widening, and this has implications not only for hiring but also for retention, productivity, and long-term business performance. </span></span></p>
<h1 class="MsoNormal">How AI is changing hiring processes</h1>
<p class="MsoNormal" style="margin-bottom: 10.0pt; line-height: 115%;"><span lang="EN-US" style="mso-fareast-font-family: Cambria; mso-bidi-font-family: Cambria; mso-ansi-language: EN-US;">The shift towards AI skills is not just about what&rsquo;s being hired for, but how organisations are hiring. We&rsquo;re seeing a fundamental rethink of recruitment processes:</span></p>
<ul>
<li class="MsoNormal" style="line-height: 115%;"><span lang="EN-US" style="mso-fareast-font-family: Cambria; mso-bidi-font-family: Cambria; mso-ansi-language: EN-US;"><strong>Job descriptions: </strong>Companies are rewriting job specs to specify proficiency in AI tools and platforms - such as Python, TensorFlow, and GenAI frameworks, rather than relying on generic &ldquo;AI skills&rdquo; as a buzzword.</span></li>
<li class="MsoNormal" style="line-height: 115%;"><span lang="EN-US" style="mso-fareast-font-family: Cambria; mso-bidi-font-family: Cambria; mso-ansi-language: EN-US;"><strong>Assessment methods: </strong>There&rsquo;s a growing use of AI-driven assessments and real-world coding challenges to test candidates&rsquo; ability to apply AI in practical contexts</span></li>
<li class="MsoNormal" style="line-height: 115%;"><span lang="EN-US" style="mso-fareast-font-family: Cambria; mso-bidi-font-family: Cambria; mso-ansi-language: EN-US;"><strong>Skills over tenure: </strong>Where once tenure and job titles carried the most weight, today&rsquo;s tech hiring is increasingly centred on proven skills, adaptability, and the ability to work alongside intelligent systems.</span></li>
</ul>
<p style="line-height: 115%;"><span lang="EN-US" style="mso-fareast-font-family: Cambria; mso-bidi-font-family: Cambria; mso-ansi-language: EN-US;">However, many organisations are still catching up. Job specifications often reference &ldquo;AI skills&rdquo; without defining what this means in practice, and interviews may still lean too heavily on past roles or academic credentials. At the same time, candidates need to adjust, clearly showcasing where they&rsquo;ve applied AI tools in real contexts, whether that&rsquo;s automating analysis, streamlining development, or enhancing digital products.</span></p>
<h1 class="MsoNormal" style="margin-bottom: 10.0pt; line-height: 115%;"><span lang="EN-US" style="mso-fareast-font-family: Cambria; mso-bidi-font-family: Cambria; mso-ansi-language: EN-US;">Practical steps for organisations</span></h1>
<p class="MsoNormal" style="margin-bottom: 10.0pt; line-height: 115%;"><span lang="EN-US" style="mso-fareast-font-family: Cambria; mso-bidi-font-family: Cambria; mso-ansi-language: EN-US;">To address the growing need for AI talent, organisations should:</span></p>
<ul>
<li class="MsoNormal" style="line-height: 115%;"><span lang="EN-US" style="mso-fareast-font-family: Cambria; mso-bidi-font-family: Cambria; mso-ansi-language: EN-US;"><strong>Develop a clear AI strategy:</strong> Ensure a defined roadmap is in place, or being worked on, to demonstrate commitment to AI adoption. Top AI talent is attracted to organisations with a vision for growth, where they know their skills will contribute to a structured and evolving AI environment.</span></li>
<li class="MsoNormal" style="line-height: 115%;"><span lang="EN-US" style="mso-fareast-font-family: Cambria; mso-bidi-font-family: Cambria; mso-ansi-language: EN-US;"><strong>Define AI skills clearly:</strong> Avoid vague requirements. Specify the tools, platforms, and types of AI experience needed for each role. </span></li>
<li class="MsoNormal" style="line-height: 115%;"><span lang="EN-US" style="mso-fareast-font-family: Cambria; mso-bidi-font-family: Cambria; mso-ansi-language: EN-US;"><strong>Update assessment methods:</strong> Use practical tasks, case studies, and AI-driven assessments to evaluate candidates&rsquo; real-world AI capabilities.</span></li>
<li class="MsoNormal" style="line-height: 115%;"><span lang="EN-US" style="mso-fareast-font-family: Cambria; mso-bidi-font-family: Cambria; mso-ansi-language: EN-US;"><strong>Upskill internally:</strong> Invest in learning and development to build AI literacy across the workforce, not just in specialist roles.</span></li>
<li class="MsoNormal" style="line-height: 115%;"><span lang="EN-US" style="mso-fareast-font-family: Cambria; mso-bidi-font-family: Cambria; mso-ansi-language: EN-US;"><strong>Foster a culture of continuous learning:</strong> Encourage ongoing development and provide access to AI training resources for all employees.</span></li>
</ul>
<h1 class="MsoNormal" style="margin: 12.0pt 0cm 12.0pt 0cm;">Beyond recruitment: building a future-ready workforce</h1>
<p class="MsoNormal" style="margin: 12.0pt 0cm 12.0pt 0cm;"><span style="mso-ascii-font-family: Aptos; mso-fareast-font-family: Aptos; mso-hansi-font-family: Aptos; mso-bidi-font-family: Aptos;">Shifting hiring practices is only part of the answer. For AI adoption to deliver real value, businesses also need to think beyond recruitment and invest in developing the skills of their existing tech workforce. Yet with more than half of organisations not currently providing AI training, a significant opportunity to build capability internally is being missed.</span></p>
<p class="MsoNormal" style="margin: 12.0pt 0cm 12.0pt 0cm;"><span style="mso-ascii-font-family: Aptos; mso-fareast-font-family: Aptos; mso-hansi-font-family: Aptos; mso-bidi-font-family: Aptos;">Collaboration between HR, L&amp;D, and technology leaders is crucial. The organisations most likely to succeed will be those that not only rethink job specs and validate AI capability during hiring but also provide continuous learning opportunities to help their teams adapt. </span></p>
<p class="MsoNormal" style="margin: 12.0pt 0cm 12.0pt 0cm;"><span style="mso-ascii-font-family: Aptos; mso-fareast-font-family: Aptos; mso-hansi-font-family: Aptos; mso-bidi-font-family: Aptos;">A collaborative approach, where recruitment and development reinforce one another, will be key to building resilient, future-ready tech functions.</span></p>
<h1 class="MsoNormal">Shaping tomorrow&rsquo;s workforce today</h1>
<p class="MsoNormal">For organisations undergoing digital transformation, this is a moment to reset. The ability to identify and hire people with the right AI and data skills <span style="background: yellow !msorm; mso-highlight: yellow !msorm;"><span style="mso-prop-change: 'Alex White' 20250923T1045;">could increasingly determine how quickly and effectively businesses adapt.</span></span></p>
<p class="MsoNormal">At Harvey Nash, we&rsquo;re helping our clients respond to this shift. As experts in tech and <span style="background: aqua !msorm; mso-highlight: aqua !msorm;"><span style="mso-prop-change: 'Alex White' 20250923T1045;">AI recruitment</span></span>, including AI and data roles, we work with forward-thinking businesses to reshape their hiring strategies, assess practical capability, and build teams ready for the future of work.</p>
<p class="MsoNormal">To explore more insights into how AI is shaping the tech workforce, <a href="https://www.harveynash.co.uk/research-whitepapers/digital-leadership-report-2025">download the 2025 Nash Squared / Harvey Nash Digital Leadership Report</a>.</p>

How is AI reshaping hiring priorities in tech?

<p data-start="169" data-end="474">AI is transforming the workplace, but its impact on entry-level roles is more nuanced than often portrayed. In a recent article for&nbsp;<a href="https://www.computerweekly.com/feature/Will-AI-wipe-out-entry-level-jobs" target="_blank" rel="noopener">Computer Weekly</a>, <a href="https://www.harveynash.co.uk/team/andy-heyes" target="_blank" rel="noopener">Andy Heyes</a>, Managing Director UK&amp;I &amp; Central Europe at Harvey Nash, explores how AI is influencing hiring, tasks, and workforce structures, particularly for junior positions.</p>
<p data-start="476" data-end="819">Andy highlights that while some entry-level, customer-facing roles such as helpdesk and tech support are seeing reductions, there is little evidence that these roles are being entirely eliminated. Instead, AI is reshaping responsibilities, automating repetitive tasks, and changing expectations rather than replacing human workers wholesale.</p>
<p data-start="821" data-end="1175">He also notes that economic factors, including changes in government policy, have affected the overall jobs market, contributing to what some perceive as a decline in entry-level opportunities. Despite these pressures, Andy emphasises that demand for new talent remains, with organisations needing skilled graduates to adapt to evolving business needs.</p>
<p data-start="1177" data-end="1422">The article explores the broader implications for employers and graduates alike, suggesting that AI should be seen as a tool to enhance roles rather than a replacement, with human expertise continuing to be critical in business operations.</p>
<p data-start="1424" data-end="1580">Read the full article on <a href="https://www.computerweekly.com/feature/Will-AI-wipe-out-entry-level-jobs" target="_blank" rel="noopener">Computer Weekly</a>.</p>

Will AI wipe out entry-level jobs?

<p class="MsoNormal">On Wednesday, 3rd September, Peter Kyle MP, the Technology Secretary, called on industry to match the UK Government&rsquo;s ambition on AI in a speech at Mansion House. His message was clear, Britain is open for investment, and he wants AI companies to call the UK home.</p>
<p class="MsoNormal">Before his speech, Peter Kyle sat down with Nash Squared&rsquo;s Technology Evangelist, <a href="https://www.harveynash.co.uk/team/david-savage">David Savage</a>, for an interview now featured in our Tech Talks podcast. Their conversation focused on what AI investment really means and who stands to benefit.</p>
<h1 class="MsoNormal">Decentralised growth at the heart of AI investment</h1>
<p class="MsoNormal">Since Labour took office, the UK has attracted a record &pound;44 billion in AI and technology investment. A key focus of this strategy is ensuring growth reaches all parts of the country, not just London. Major projects include multi-billion-pound investments in data centres and national supercomputers in Edinburgh and Exeter, with a goal to increase sovereign compute capacity 20-fold by 2030.</p>
<p class="MsoNormal">However, our own <a href="https://www.harveynash.co.uk/research-whitepapers/digital-leadership-report-2025">2025 Nash Squared/Harvey Nash Digital Leadership Report (DLR)</a> shows that while AI investment is accelerating, larger organisations are more likely to see returns due to their scale and resources. Peter Kyle&rsquo;s focus on decentralising investment and doubling AI companies outside of London is designed to change that, ensuring talent and opportunity are spread more evenly across the UK, reducing the need for people to leave their regions for London or Silicon Valley.</p>
<h1 class="MsoNormal">Democratising AI skills for a creative workforce</h1>
<p class="MsoNormal">Peter Kyle noted that the skills barrier to using AI is changing. The future isn&rsquo;t about coding expertise, but about creativity and effective prompting. The DLR supports this shift, with 65% of digital leaders saying they&rsquo;d now choose an AI-enabled developer with two years&rsquo; experience over a five-year veteran without AI skills, a huge change in hiring priorities.</p>
<p class="MsoNormal">While technology has often been criticised for deepening social and economic divides, Kyle stressed that proficiency in prompt usage can be gained in as little as 2.5 hours of training, making it accessible to people from all backgrounds, including areas of deprivation. And with the DLR highlighting a lack of action on AI upskilling in many organisations, this ambition is an encouraging sign.</p>
<h1 class="MsoNormal">A &ldquo;Goldilocks moment&rdquo; in AI governance and innovation</h1>
<p class="MsoNormal">The UK is pursuing what Kyle described as a &ldquo;light touch, but assertive&rdquo; approach to AI regulation, encouraging innovation while keeping people safe, without overly prescriptive laws that risk slowing progress. The AI Security Institute, working alongside Frontier Labs, monitors risks before deployment, while sector regulators assess AI&rsquo;s impact in their industries.</p>
<p class="MsoNormal">This balanced approach has even been described by Jensen Huang, Founder and CEO of NVIDIA, as a &ldquo;Goldilocks moment&rdquo; for Britain. The DLR adds context, with 40% of digital leaders worried about the misuse of Generative AI, such as staff transferring sensitive documents into chatbots or acting on biased data. Kyle&rsquo;s strategy aims to build trust while maintaining a pro-innovation environment.</p>
<h1 class="MsoNormal">AI as a personal and societal equaliser</h1>
<p class="MsoNormal">Kyle shared his own experience of learning with Dyslexia, explaining how AI tools have supported his learning style and boosted his potential. He believes AI could &ldquo;level up&rdquo; opportunities, particularly for students in state schools and deprived areas, challenging the idea that privilege must be bought through expensive education.</p>
<p class="MsoNormal">The DLR strengthens AI&rsquo;s wide-reaching impact, describing it as an &ldquo;everywhere&rdquo; technology that&rsquo;s already driving productivity and reshaping how businesses operate.</p>
<p class="MsoNormal">While it doesn&rsquo;t directly address educational equity, our research shows AI&rsquo;s potential to upskill existing teams and free developers to take on more complex, creative challenges, which is closely aligned with Kyle&rsquo;s vision of AI empowering individuals and expanding opportunity.</p>
<p class="MsoNormal"><a href="https://open.spotify.com/episode/4PbEt7t64M1iFcJffeoFFg?si=pRHTXePnRsKsrRxd-npjYg">Listen to the full conversation now</a> on Tech Talks to hear Peter Kyle MP and David Savage explore the UK&rsquo;s AI ambitions in depth.</p>

Peter Kyle outlines the UK’s AI ambitions

<p data-start="64" data-end="437">AI is becoming central to organisations&rsquo; digital transformation, and cybersecurity is no exception. In this article for <a href="https://www.computerweekly.com/news/366629990/Growing-demand-for-AI-skilled-cyber-specialists">Computer Weekly</a>, <a href="https://www.harveynash.co.uk/team/peter-birch">Peter Birch</a>, director of technology and digital executive search at Harvey Nash, and <a href="https://www.harveynash.co.uk/team/mo-gaibee">Mo Gaibee</a>, associate consultant, highlight how AI is transforming cyber teams and operations.</p>
<p data-start="439" data-end="749">According to the 2025 <a href="https://www.harveynash.co.uk/research-whitepapers/digital-leadership-report-2025">Nash Squared/Harvey Nash Digital Leadership Report</a>, 90% of businesses are now piloting or implementing AI, a significant jump from 59% in 2023, while 29% of technology leaders report their organisation has suffered a major cyber attack in the past two years, the highest level since 2019.</p>
<p data-start="751" data-end="1148">AI is increasingly embedded in security operations, helping SOC analysts, threat hunters, and penetration testers detect, prioritise, and respond to threats more efficiently. The article explores the resulting war for cyber talent, with AI skills becoming a key differentiator for recruitment, as well as retention challenges for organisations under pressure to protect against evolving threats.</p>
<p data-start="1150" data-end="1367">Peter and Mo also examine the hybrid future of cybersecurity, where AI tools enhance, but do not replace, the expertise of human teams, making AI proficiency a critical requirement for cyber leaders and professionals.</p>
<p data-start="1369" data-end="1458"><a href="https://www.computerweekly.com/news/366629990/Growing-demand-for-AI-skilled-cyber-specialists">Read the full article on Computer Weekly.</a></p>

Growing demand for AI-skilled cyber specialists

<p class="MsoNormal">For many organisations, the AI journey is well underway. Pilots have been launched, internal capabilities have been built, and use cases are being explored. But the next step is where the true business value lies, transitioning from experimentation to meaningful, embedded AI adoption that drives measurable returns.</p>
<p class="MsoNormal">The latest <a href="https://www.harveynash.co.uk/research-whitepapers/digital-leadership-report-2025">Nash Squared/Harvey Nash Digital Leadership Report 2025</a> reveals this shift is firmly in progress. The number of organisations running large-scale AI implementations has nearly doubled since our 2024 report, rising from 10% to 19%, a 90% increase. More importantly, 33% of digital leaders now report demonstrable ROI from their AI investments.</p>
<p class="MsoNormal"><a style="mso-comment-reference: RW_1; mso-comment-date: 20250819T0738;">So, where are the early adopters seeing results, and what separates pilot projects from scalable success?</a><span style="font-size: 8.0pt; line-height: 115%;"></span></p>
<h2 class="MsoNormal">Where AI is already delivering ROI</h2>
<p class="MsoNormal">The data from the <a href="https://www.harveynash.co.uk/research-whitepapers/digital-leadership-report-2025"><span style="mso-comment-reference: RW_2; mso-comment-date: 20250819T0739;">Nash Squared/Harvey Nash Digital Leadership Report 2025</span></a><span style="mso-comment-continuation: 2;">&nbsp;</span><span style="font-size: 8.0pt; line-height: 115%;"></span>shows that AI is no longer confined to isolated use cases or experimental environments. It&rsquo;s being deployed where it can make a tangible difference to operational efficiency and productivity. <a style="mso-comment-reference: AW_3; mso-comment-date: 20250819T1059;">Across the survey responses from digital leaders, several high-impact areas emerged:</a><span style="font-size: 8.0pt; line-height: 115%;"></span></p>
<ul style="margin-top: 0cm;" type="disc">
<li class="MsoNormal" style="mso-list: l0 level1 lfo1; tab-stops: list 36.0pt;"><strong>Software development</strong>: Leads the way in AI adoption, with the highest levels of implementation driving efficiency and accelerating code creation and testing. As one digital leader from the Digital Leadership Report explained, AI is already being used for <em>&ldquo;code documentation, refactoring and development&rdquo;</em>, delivering <em>&ldquo;around a 20% efficiency improvement&rdquo;</em>.</li>
<li class="MsoNormal" style="mso-list: l0 level1 lfo1; tab-stops: list 36.0pt;"><strong>Helpdesk and internal support</strong>: AI-powered virtual agents are reducing response times, improving issue resolution rates, and freeing up human capacity for more complex queries. As one digital leader shared in the Digital Leadership Report, <em>&ldquo;We implemented an AI-powered customer service chatbot&hellip;it reduced support costs by 30%, improved customer satisfaction, and increased sales conversions, with the system continuously improving to deliver significant ROI&rdquo;</em>.</li>
<li class="MsoNormal" style="mso-list: l0 level1 lfo1; tab-stops: list 36.0pt;"><strong>Management of information/insights: </strong>Organisations are using AI to analyse data and support faster, more confident decisions. In the Digital Leadership Report, one leader noted, <em>&ldquo;We have used it to automate processing of incoming documents&hellip;success rates are significantly higher, reducing the number of incidents needing a person to review&rdquo;</em>.</li>
<li class="MsoNormal" style="mso-list: l0 level1 lfo1; tab-stops: list 36.0pt;"><strong>Marketing and sales</strong>: From lead scoring to content generation and customer insights, AI is reshaping marketing and sales operations and sharpening targeting effectiveness. As one digital leader mentioned in the Digital Leadership Report, this has delivered <em>&ldquo;multi-million revenue uplifts through recommended outreach lists for client advisors rather than the previously human-led approach&rdquo;</em>.</li>
</ul>
<p class="MsoNormal">These examples illustrate that when AI is targeted at well-defined problems, with structured data and clear objectives, it moves quickly from concept to impact.</p>
<h2 class="MsoNormal">What separates success stories from stalled projects?</h2>
<p class="MsoNormal">One standout finding from the report is that the biggest barrier to scaling AI isn&rsquo;t technology, it&rsquo;s the business case. Almost half (49%) of digital leaders cite <em>&ldquo;demonstrating the business case&rdquo;</em> as their top hurdle.</p>
<p class="MsoNormal">But what if business cases are being built on weak foundations? In a recent episode of our industry-leading podcast, <a href="https://www.harveynash.co.uk/tech-talks">&lsquo;Tech Talks,</a>&rsquo; Kyle Hauptfleisch (Chief Growth Officer at Daemon) shared that his view was that too many organisations had a broad, vague AI strategy rather than focusing on specific friction points.</p>
<p class="MsoNormal"><em>"What is the business trying to achieve? And then where are the friction points?... It's all about unlocking value, whether that's internally or for your customers, in a meaningful manner. It's got to move the needle; you can have multiple AI pilots that sit on the sideline, which have drained some resources but might offer good talking points, and maybe some decent lessons. But unless it's moving the business needle, it could become sunk cost".</em></p>
<p class="MsoNormal">This sentiment was certainly backed up by our wider conversations with digital leaders. We know the difference comes down to a few critical factors:</p>
<ul style="margin-top: 0cm;" type="disc">
<li class="MsoNormal" style="mso-list: l2 level1 lfo2; tab-stops: list 36.0pt;"><strong>Clear alignment with operational priorities</strong>: Boards are sharpening their focus on operational efficiency, with 53% citing it as their top technology objective. AI projects that tie directly to cost savings, productivity gains, or customer improvements are far more likely to gain traction.</li>
<li class="MsoNormal" style="mso-list: l2 level1 lfo2; tab-stops: list 36.0pt;"><strong>Cross-functional ownership</strong>: The most successful AI adopters embed AI into core business processes, not just within IT functions. Teams from operations, HR, customer service, and product development are involved in shaping AI initiatives, ensuring they address business<a style="mso-comment-reference: RW_4; mso-comment-date: 20250819T0743;">&nbsp;</a><span style="font-size: 8.0pt; line-height: 115%;"></span>needs.</li>
<li class="MsoNormal" style="mso-list: l2 level1 lfo2; tab-stops: list 36.0pt;"><strong>Scalable infrastructure</strong>: From data platforms to governance frameworks, building the right technical foundations enables AI to be scaled across departments rather than remaining a niche experiment.</li>
<li class="MsoNormal" style="mso-list: l2 level1 lfo2; tab-stops: list 36.0pt;"><strong>Targeted skills development</strong>: Despite AI&rsquo;s growing prevalence, more than half of organisations are not yet upskilling teams on generative AI. Those investing in internal capability building, particularly in AI literacy for non-technical teams, report smoother adoption and faster ROI.</li>
</ul>
<h2 class="MsoNormal">From pilot to productivity: Building your AI business case</h2>
<p class="MsoNormal">For senior technology leaders, the question is no longer whether AI delivers value, but how to turn that value into real, scalable results.</p>
<p class="MsoNormal">Based on insights from the Digital Leadership Report, successful organisations approach AI with three guiding principles:</p>
<ol style="margin-top: 0cm;" start="1" type="1">
<li class="MsoNormal" style="mso-list: l1 level1 lfo3; tab-stops: list 36.0pt;"><strong>Business-first, tech-enabled</strong>: Start with operational challenges and growth opportunities, then explore how AI can accelerate or enhance outcomes.</li>
<li class="MsoNormal" style="mso-list: l1 level1 lfo3; tab-stops: list 36.0pt;"><strong>Embed, don&rsquo;t bolt on</strong>: Avoid treating AI as a side project. Integrate it into everyday workflows and decision-making processes.</li>
<li class="MsoNormal" style="mso-list: l1 level1 lfo3; tab-stops: list 36.0pt;"><strong>Prove early, scale fast</strong>: Focus pilots on areas where quick wins are possible, quantify success, and use those wins to secure broader buy-in and investment.</li>
</ol>
<h2 class="MsoNormal">The road ahead</h2>
<p class="MsoNormal">AI is rapidly moving from experimentation to enterprise-wide productivity. Organisations that act now to build strong business cases, foster alignment across teams, and invest in scalable AI strategies will be best placed to unlock sustainable competitive advantages.</p>
<p class="MsoNormal">Central to this shift is the evolving role of the CIO. Oracle&rsquo;s Country Leader, Siobhan Wilson, spoke to <a href="https://www.harveynash.co.uk/tech-talks">&lsquo;Tech Talks&rsquo;</a> to emphasise that the CIO's role itself is <em>"becoming much more aligned to the business as opposed to the business telling them what they want"</em>, leading to a <em>"much more collaborative conversation now"</em>.</p>
<p class="MsoNormal">AI success requires a unified effort across departments, not just within IT, impacting the digital leaders' outlook and remit.</p>
<p class="MsoNormal">For more insights into AI and digital leadership, download the <a href="https://www.harveynash.co.uk/research-whitepapers/digital-leadership-report-2025">2025 Nash Squared / Harvey Nash Digital Leadership Report</a></p>
<p>As a specialist IT and technology recruitment agency, we can support your AI recruitment needs, securing the skills and talent your organisation requires for a successful AI journey,&nbsp;<a href="https://www.harveynash.co.uk/contact-us">get in touch with our team today</a></p>

AI: From pilot to productivity

<p>Cybersecurity has taken centre stage in the UK this year. With threats growing more sophisticated and regulatory scrutiny tightening, businesses are investing heavily to protect their data, systems and people. As a result, demand for cyber professionals is climbing at pace, and the competition to secure top talent is intensifying.</p>
<p>At <a href="https://www.harveynash.co.uk/talent-solutions/technology-digital-recruitment">Harvey Nash</a>, we&rsquo;ve seen cybersecurity evolve from a back-office concern to a boardroom priority. Over the past year, the nature of hiring has shifted. Employers are looking for more than just technical firepower. They want strategic thinkers who can embed security into every part of the organisation.</p>
<p>2025 feels like a turning point. The risks are greater, the stakes are higher, and the need for experienced, capable cyber talent is now critical. As a recruitment partner, our role is to help organisations understand what&rsquo;s happening in the market, and how to respond.</p>
<h2>Why Cybersecurity Talent Is in High Demand</h2>
<p>Across the UK, cyber threats are increasing in both frequency and severity. <a href="https://www.harveynash.co.uk/research-whitepapers/digital-leadership-report-2025">The Nash Squared/Harvey Nash Digital Leadership Report revealed 29% of digital leaders have&nbsp;</a><a href="https://www.harveynash.co.uk/research-whitepapers/digital-leadership-report-2025">experienced a major cyberattack in the past 2 years, ending a 5-year decline.</a> The National Cyber Security Centre has also reported a significant rise in ransomware, phishing campaigns and attacks on critical infrastructure. For many businesses, the challenge is no longer just preventing breaches, but also being ready to respond, recover and learn.</p>
<p>At the same time, regulations are tightening. From data protection requirements to the Online Safety Act, organisations face growing pressure to demonstrate strong governance and accountability. For sectors like finance, healthcare, energy and the public sector, this is especially urgent.</p>
<p>Digital transformation is also playing a role. As cloud adoption accelerates and hybrid working becomes the norm, the attack surface expands. New technologies bring incredible opportunities, but also introduce new risks.</p>
<p>These combined forces are making cybersecurity talent one of the most sought-after resources in the UK job market today.</p>
<h2>Key Cybersecurity Trends Shaping the UK in 2025</h2>
<p>To understand the hiring landscape, it&rsquo;s important to look at what&rsquo;s actually happening on the ground. Here are the key trends shaping the cybersecurity conversation this year.</p>
<p><strong>Ransomware remains a major threat</strong></p>
<p>Attackers are becoming more targeted, more professional and more damaging, according to the Nash Squared/Harvey Nash Digital Leadership Report organised crime remains the biggest concern for digital leaders.</p>
<p>Public services, councils and healthcare providers continue to be high-profile victims. This is driving demand for security operations specialists, incident response teams and forensic analysts.</p>
<p><strong>Supply chain risk is under the spotlight</strong></p>
<p>Breaches linked to third-party providers have exposed vulnerabilities beyond company walls. In response, organisations are investing in governance, risk and compliance roles to help manage vendor relationships and strengthen oversight.</p>
<p><strong>AI is creating both opportunities and risks</strong></p>
<p>Artificial intelligence is helping defenders automate responses and improve detection. But it is also giving attackers new tools to generate phishing emails, create deepfakes or even write malicious code. Employers are starting to look for professionals who understand how to manage this emerging risk.</p>
<p><strong>Data privacy is more important than ever</strong></p>
<p>The UK Information Commissioner&rsquo;s Office is taking a more assertive stance on enforcement, particularly around how customer data is stored and shared. This has led to growing interest in privacy-focused roles, especially in data-heavy sectors like retail and financial services.</p>
<p><strong>Zero Trust architecture is gaining traction</strong></p>
<p>Many organisations are moving towards a Zero Trust approach, where nobody inside or outside the network is trusted by default. This model requires specialists who understand identity management, access control and modern network design.</p>
<p><strong>Cloud misconfigurations are still causing problems</strong></p>
<p>Despite advances in tooling, simple mistakes in cloud setup continue to be a leading cause of breaches. This has made cloud security engineers essential, particularly those who can work closely with DevOps teams.</p>
<p><strong>Human error remains a challenge</strong></p>
<p>People are still at the heart of many breaches, whether through phishing, mis clicks or insider mistakes. Employers are increasingly focused on awareness, behaviour and building a culture of shared responsibility across their teams.</p>
<h2>The Most In-Demand Cybersecurity Roles for 2025</h2>
<p>The hiring market is being shaped by a push for resilience, agility and long-term thinking. Cybersecurity has emerged as the third most in-demand skill, with talent shortages up 6% on last year. These cyber focused roles are seeing consistent demand across the UK:</p>
<ul type="disc">
<li>
<p>SOC Analyst &ndash; Specialists who monitor threats, investigate incidents and act as the first line of defence.<br>Typical salary: &pound;40,000 to &pound;60,000</p>
</li>
<li>
<p>Cloud Security Engineer &ndash; Experts in building and securing infrastructure in AWS, Azure or Google Cloud.<br>Typical salary: &pound;70,000 to &pound;100,000</p>
</li>
<li>
<p>GRC Specialist &ndash; Professionals who align security with risk, compliance and governance frameworks.<br>Typical salary: &pound;60,000 to &pound;90,000</p>
</li>
<li>
<p>IAM Lead &ndash; Focused on identity and access management, a vital area as companies adopt Zero Trust models.<br>Typical salary: &pound;65,000 to &pound;95,000</p>
</li>
<li>
<p>DevSecOps Engineer &ndash; Combining development, operations and embedded security across the software lifecycle.<br>Typical salary: &pound;75,000 to &pound;110,000</p>
</li>
<li>
<p>Threat Intelligence Analyst &ndash; Providing real-time insight into evolving threats and advising on proactive measures.<br>Typical salary: &pound;50,000 to &pound;85,000</p>
</li>
<li>
<p>Cybersecurity Analyst &ndash; A key all-rounder role, analysts monitor networks, investigate suspicious activity and support incident response efforts. They are often the first to identify and flag vulnerabilities.<br>Typical salary: &pound;45,000 to &pound;70,000</p>
</li>
</ul>
<p>We&rsquo;re also seeing new hybrid titles emerge, such as Cyber Risk Manager or AI Security Consultant, reflecting the broader integration of security across the business.</p>
<h2>The Skills Employers Are Prioritising</h2>
<p>Employers are looking for more than technical knowledge, they&rsquo;re searching for people who can make a real impact.</p>
<p>Core technical skills include:</p>
<ul type="disc">
<li>
<p>Cloud security</p>
</li>
<li>
<p>Incident response and threat hunting</p>
</li>
<li>
<p>Identity and access management</p>
</li>
<li>
<p>Zero Trust architecture</p>
</li>
<li>
<p>Familiarity with UK regulatory standards and NCSC guidance</p>
</li>
</ul>
<p>Certifications often requested:</p>
<ul type="disc">
<li>
<p>CISSP, CISM, CISA</p>
</li>
<li>
<p>CompTIA Security+</p>
</li>
<li>
<p>ISO 27001</p>
</li>
<li>
<p>Cloud security credentials (e.g. AWS or Azure certification)</p>
</li>
</ul>
<p>Soft skills are playing a bigger role too:</p>
<ul type="disc">
<li>
<p>Strong communication, especially with non-technical stakeholders</p>
</li>
<li>
<p>Problem-solving in fast-moving environments</p>
</li>
<li>
<p>Collaboration across departments</p>
</li>
<li>
<p>Adaptability and strategic thinking</p>
</li>
</ul>
<p>Security is no longer confined to the IT team. Cyber professionals need to work closely with legal, operations, HR and even marketing , making soft skills essential.</p>
<h2>Challenges in Hiring Cybersecurity Talent</h2>
<p>There is no shortage of demand, but there are still real barriers when it comes to finding the right people.</p>
<ul type="disc">
<li>
<p>There simply aren&rsquo;t enough candidates, particularly in areas like cloud security, GRC and threat analysis.</p>
</li>
<li>
<p>Top talent is being snapped up quickly, often with multiple offers on the table.</p>
</li>
<li>
<p>Hiring processes can be too slow or not well aligned with the role, leading to missed opportunities.</p>
</li>
<li>
<p>Many employers struggle to assess technical capability, especially for niche roles.</p>
</li>
</ul>
<p>Cybersecurity professionals often need to be approached directly. Many are not actively applying for jobs, but may be open to a change if the role and organisation feel right.</p>
<h2>How Harvey Nash Supports Cybersecurity Recruitment</h2>
<p>At Harvey Nash, we have been supporting UK organisations with technology recruitment for over 35 years. Cybersecurity is now a fast-growing part of that journey.</p>
<p>While this may be a newer specialism for us, we bring depth of experience, a broad talent network and a reputation for delivering results. We focus on understanding what makes each organisation unique, and tailoring our approach to find people who not only match the job description, but align with culture, values and long-term goals.</p>
<p>Our consultants are embedded in the UK technology ecosystem and speak to cyber professionals every day. We&rsquo;re able to advise on salary expectations, skill trends, and how to position roles in a competitive market.</p>
<p>If you are building out your cyber team in 2025, and looking for a recruitment partner who understands both the urgency and complexity of the task, we&rsquo;d love to talk. Please contact us <a href="https://www.harveynash.co.uk/contact-us">here. </a></p>
<p>Find all our cybersecurity jobs <a href="https://www.harveynash.co.uk/jobs/#/information-security">here. </a></p>
<h2>Conclusion</h2>
<p>Cybersecurity is no longer just an IT issue, it&rsquo;s a board-level priority and a key pillar of operational resilience. The landscape is changing fast, and the organisations that succeed will be those that invest early in the right people.</p>
<p>2025 is shaping up to be a defining year for cybersecurity hiring. Whether you&rsquo;re scaling up your team, building capability from scratch, or rethinking your security strategy, the right talent can make all the difference.</p>
<p>At Harvey Nash, we&rsquo;re here to help you navigate the market, connect with the right people and build a team fit for the future.</p>
<p>If you&rsquo;d like to explore how we can support your cybersecurity hiring plans, get in touch with our team<a href="https://www.harveynash.co.uk/contact-us"> here.</a>&nbsp;</p>
<p><a href="https://www.harveynash.co.uk/team/mo-gaibee">Mo Gaibee &ndash; Cyber Security </a></p>

Cybersecurity Trends 2025: A UK Hiring Outlook

<p>The demand for AI skills is outpacing supply at an extraordinary rate. According to the latest <a href="https://www.harveynash.co.uk/research-whitepapers/digital-leadership-report-2025">Nash Squared/Harvey Nash Digital Leadership Report,</a> 51% of global tech leaders now say their organisation has an AI skills shortage, almost double the 28% reported just a year ago. AI has leapt from sixth to the number one most-scarce skill in just 18 months, marking the steepest rise seen in over 15 years of research.</p>
<p>Featured in a recent ZDNet article, Nash Squared CIO Ankur Anand , offers timely insight into why the gap has grown so significantly, and what organisations can do to address it. He points to the speed of innovation as a key factor:</p>
<p>&ldquo;There&rsquo;s an unprecedented pace of development in generative AI and the supporting large language models&hellip; Professionals must learn new skills quickly, and traditional learning methods can&rsquo;t keep pace.&rdquo;</p>
<p>The article explores how forward-thinking leaders are adapting, from rethinking recruitment to embedding continuous learning, and ensuring their organisations can attract and retain the right blend of AI expertise and ethical awareness.</p>
<p>You can read the full <a href="https://www.zdnet.com/" target="_blank" rel="noopener">ZDNet</a> article, including Ankur Anand&rsquo;s insights and reflections on the fast-moving AI skills landscape, <a href="https://www.zdnet.com/article/the-ai-skills-gap-keeps-growing-here-are-five-ways-to-fill-it/">here</a>.</p>

How are employers rethinking talent to keep pace with AI innovation?

<p>Harvey Nash&rsquo;s <a href="https://www.harveynash.co.uk/team/helen-fleming">Helen Fleming</a>, Executive Director, and <a href="https://www.harveynash.co.uk/team/peter-birch">Peter Birch</a>, Director of Technology and Digital Executive Search recently featured in a Computing article exploring why some technology leaders are receiving inflation-busting salary increases, and what sets them apart.</p>
<p>Drawing on the latest insights from the 2025<a href="https://www.harveynash.co.uk/research-whitepapers/digital-leadership-report-2025"> Harvey Nash Digital Leadership Report</a>, the article reveals that over half of technology leaders globally received a pay rise last year, with 11% securing an uplift of over 10%.</p>
<p class="MsoNormal"><img src="https://cdn.sourceflow.co.uk/wueolfmopcghmkbvp6ff5gt6f3q8" alt="" width="727" height="283"></p>
<p>The data points to a clear pattern, the most rewarded leaders are working in businesses where technology is seen as a growth engine, not just a cost centre. These organisations are more likely to be investing in AI at scale, expanding their tech teams, and backed by leaders who view technology as a strategic enabler.</p>
<p>Helen and Peter share advice for tech leaders looking to improve their earning potential - from aligning with forward-thinking, tech-driven organisations to choosing sectors with stronger demand and budgets for senior digital talent, such as financial services, healthcare, and defense.</p>
<p>To find out how the most successful leaders are shaping their careers &ndash; and their compensation &ndash; read the full article in <a href="https://www.computing.co.uk/opinion/2025/bigger-pay-rises-for-tech-leaders-at-ai-progressive-businesses" target="_blank" rel="noopener">Computing.</a></p>

How are tech leaders securing the biggest pay rises?

<p><span style="font-family: 'Arial',sans-serif;">Skills shortages continue to stalk the technology industry. Although not as acute as in the post-pandemic period, large proportions of technology leaders admit that skills shortages are holding them back. In this year&rsquo;s </span><a href="https://www.nashsquared.com/dlr-2025/dlr-2025"><span style="font-family: 'Arial',sans-serif;">Nash Squared/Harvey Nash Digital Leadership Report (DLR)</span></a><span style="font-family: 'Arial',sans-serif;">, AI tops the list with 51% of leaders reporting a skills shortage, but other areas rank highly too, notably big data/data engineering (36%), cyber security (33%), and cloud and platform engineers (26%).</span></p>
<p><span style="font-family: 'Arial',sans-serif;">It isn&rsquo;t just that these skills are hard to find &ndash; some technology leaders may not have the headcount room to recruit additional staff. Although a healthy 41% of technology leaders expect to see headcount growth in their teams this year, this is down from 50% in 2023. Budgets follow a similar pattern &ndash; with a slight fall in leaders expecting a technology budget increase, from 45% in 2023 to 39% now. While many digital leaders are still anticipating headcount and budget growth, the numbers have subsided somewhat in a tighter economic environment.&nbsp;</span></p>
<p><span style="font-family: 'Arial',sans-serif;">The DLR shows us that for many technology leaders, at least part of the solution to this conundrum is outsourcing &ndash; using external solution providers for specific projects and activities. Over four in ten technology leaders expect their use of outsourcing to increase in the coming year, compared to 34% who say directly employed headcount will rise, and 29% who expect indirectly employed headcount (contractors, temporary staff) to increase. Only 15% of leaders expect outsourcing to decrease, a much lower proportion than those who say that of direct employment (25%) and indirect (20%). Tech leaders&rsquo; sentiment towards increasing outsourcing in the coming year has been backed up by </span><a href="https://www.statista.com/outlook/tmo/it-services/it-outsourcing/united-kingdom"><span style="font-family: 'Arial',sans-serif;">Statista</span></a><span style="font-family: 'Arial',sans-serif;">, that forecasts the IT outsourcing market<span style="mso-spacerun: yes;">&nbsp; </span>will <span style="mso-spacerun: yes;">&nbsp;</span>be worth &pound;44bn in 2025, with a projected annual growth rate of over 9% from 2025-2029.&nbsp;</span></p>
<h2><span style="font-family: 'Arial',sans-serif;">Outsourcing attractions</span></h2>
<p><span style="font-family: 'Arial',sans-serif;">Given the cost of outsourcing as a solution, it may seem almost counter-intuitive that it tops the list at a time of economic caution. However, I believe there are a number of compelling factors that are putting it higher on tech leaders&rsquo; agendas.</span></p>
<p><span style="font-family: 'Arial',sans-serif;">Firstly, outsourcing is very flexible. In times of uncertainty, having a resourcing model that can quickly ramp up and down as needed is appealing.&nbsp;</span></p>
<p><span style="font-family: 'Arial',sans-serif;">Secondly, it&rsquo;s easy. Most organisations, certainly large ones, will have agreements already in place with a number of consultancies and solutions providers that can be activated or extended when needed. It&rsquo;s a quick and straightforward fix to a resourcing or workload issue. It&rsquo;s a reflection too of how the barrier between what lies inside an organisation and what lies outside has lowered. Technology itself, like cloud and the productisation of software and business activities that previously were home-grown, has made it easier for some things, especially operational activities, to be done externally. The explosion in remote working has lowered the barrier even further.</span></p>
<p><span style="font-family: 'Arial',sans-serif;">It is also a route to quality. With the right provider, backed up by precise SLAs and rigorous performance metrics, a buyer should be assuring themselves of a good outcome that achieves the goals and objectives set. It&rsquo;s rather like the old saying that &ldquo;no one got fired for buying IBM&rdquo;. If you&rsquo;re using a leading consultancy/solutions provider, you should be on safe ground. With ever more solutions specialists and niche providers in the market, it&rsquo;s also possible to find support for practically any need &ndash; whether that&rsquo;s a managed service, application transformation, cyber, data and AI, or cloud. There are often a number of wider benefits too. Beyond the immediate work they&rsquo;re doing, a good consultancy will offer wider guidance, best practice insights and thought leadership on emerging areas such as AI.</span></p>
<p><span style="font-family: 'Arial',sans-serif;">But perhaps equal to all of these factors in the current climate is that outsourcing doesn&rsquo;t add to headcount &ndash; it&rsquo;s just spend. As long as there is room in the existing budget, there is no need &ndash; or only a limited one &ndash; for difficult discussions with HR or other leadership. At a time when the cost of employment is rising through NI increases, and when IR35 changes are also making the use of contractors more complicated, contracting with an outsourced service provider becomes more attractive.&nbsp;</span></p>
<h2><span style="font-family: 'Arial',sans-serif;">Balancing resourcing models</span></h2>
<p><span style="font-family: 'Arial',sans-serif;">This is something we&rsquo;re seeing ourselves at Harvey Nash, where increasingly more clients are asking us to put together a team of people under a services agreement, rather than to recruit individuals in different roles. It&rsquo;s a variation on going to a services provider and is becoming a more common ask across the recruitment industry.</span></p>
<p><span style="font-family: 'Arial',sans-serif;">That&rsquo;s not to say other models won&rsquo;t continue to be key. Indirect employment of contractors and freelancers remains another flexible tool that always grows when market conditions are tight. Meanwhile, organisations continue to hunt for the right talent to bring in internally. Tech leaders still place primacy on their own teams. Candidates with the requisite skills and experience remain in demand.&nbsp;</span></p>
<p><span style="font-family: 'Arial',sans-serif;">More than anything, our findings underline that managing technology in a continually evolving environment is complex. That&rsquo;s why technology leaders need to juggle multiple resourcing models and continually assess the balance as they strive to help their businesses modernise, transform and grow.</span></p>

Why Tech Leaders Are Turning to Outsourcing to address skills gaps

<p class="MsoNormal">On 16th May, Andy Heyes, Managing Director UK&amp;I &amp; Central Europe, joined industry leaders and policymakers at parliament for the official launch of the UK&rsquo;s National Hiring Taskforce, a new initiative from the Better Hiring Institute.</p>
<p class="MsoNormal">The event brought together voices from across government, business, and recruitment to discuss how the UK can modernise and improve its hiring landscape. With a central theme of &lsquo;reimagining recruitment&rsquo;, the Taskforce aims to explore how we can make hiring faster, fairer, and more inclusive through technology, data, and innovation.</p>
<p class="MsoNormal">Andy represented Harvey Nash in discussions focused on the evolving role of technology in recruitment, particularly how innovation can reduce friction in the hiring process and unlock untapped talent across all regions and sectors. A key theme was the need to move beyond traditional job titles and qualifications, instead focusing on individuals&rsquo; potential and transferable skills to build more diverse, agile and skills-driven workforces.</p>
<p class="MsoNormal">By bringing together key decision-makers and forward-thinking organisations, the launch highlighted a shared commitment to making recruitment work better for everyone in the UK.</p>
<p class="MsoNormal">As a leader in technology recruitment, Harvey Nash is proud to contribute to these important conversations. We see daily how innovation can connect people to meaningful opportunities and help organisations build diverse, high-performing tech teams. Being part of the National Hiring Taskforce reflects our continued dedication to shaping a recruitment industry that is modern, inclusive, and future-ready.</p>

Harvey Nash backs launch of UK Hiring Taskforce at Parliament

<p class="MsoNormal"><span style="font-size: 10.0pt; line-height: 115%;">The UK financial services sector is facing its biggest technology skills shortage in over 15 years, driven by rapid advances in AI. <a href="https://www.harveynash.co.uk/team/rhodri-hughes">Rhodri Hughes</a>, Executive Director for Financial Services at Harvey Nash, featured in a recent <a href="https://www.cityam.com/">City AM</a> article, warns that this growing AI talent gap threatens the UK&rsquo;s status as a leading global financial hub.</span></p>
<p class="MsoNormal"><span style="font-size: 10.0pt; line-height: 115%;">Our 2025 Digital Leadership Report reveals a 260% (up from seventh to the most scarce technology skill) in just 18 months. Despite 89% of financial services tech leaders investing in AI, more than doubling from the previous year, over half are not providing essential AI training, widening the skills gap.</span></p>
<p class="MsoNormal"><span style="font-size: 10.0pt; line-height: 115%;">Larger firms with budgets exceeding $500 million report better returns on AI investments, but intense competition for AI talent is leading financial institutions to recruit heavily from big tech companies. At the same time, internal software engineers are increasingly seeking AI experience to advance their careers.</span></p>
<p class="MsoNormal"><span style="font-size: 10.0pt; line-height: 115%;">Looking ahead, Rhodri predicts that by 2030, UK banks will have smaller but more specialised tech teams adept at working alongside AI tools.</span></p>
<p class="MsoNormal"><span style="font-size: 10.0pt; line-height: 115%;">However, as Rhodri explains, regulatory frameworks are struggling to keep pace, with few firms feeling ready for upcoming AI regulations, a gap Hughes highlights as a critical concern.</span></p>
<p class="MsoNormal"><span style="font-size: 10.0pt; line-height: 115%;">Read the full City AM article featuring Rhodri Hughes </span><a href="https://www.cityam.com/ai-triggers-biggest-financial-services-skills-crunch-in-15-years/" target="_new"><span style="font-size: 10.0pt; line-height: 115%;">here</span></a><span style="font-size: 10.0pt; line-height: 115%;">.</span></p>

Financial services seek AI talent

<p class="MsoNormal"><strong>Management Today - Five ways to bridge the growing AI skills chasm</strong></p>
<p class="MsoNormal">In a recent article for&nbsp;<a href="https://www.managementtoday.co.uk/five-ways-bridge-growing-ai-skills-chasm/opinion-and-analysis/article/1917877?bulletin=mtbulletin&amp;utm_medium=EMAIL&amp;utm_campaign=eNews%20Bulletin&amp;utm_source=20250519&amp;utm_content=Daily%20News%20Bulletin%20(108)::www_managementtoday_co_uk_arti&amp;email_hash="><em>Management Today</em></a>, Ankur Anand, Chief Information Officer, and Andrew Neal, Chief People Officer at Nash Squared - parent company to Harvey Nash-&nbsp;shared their perspective on one of the most urgent challenges facing technology leaders today - the widening AI skills gap.</p>
<p class="MsoNormal">With the latest Harvey Nash/Nash Squared Digital Leadership Report revealing that 9 in 10 organisations have some form of investment in to AI (up from just 59% only 18 months ago) the demand for AI capability has never been higher. In the UK, AI has rapidly risen to become the most in-demand tech skill, with over half of technology leaders now reporting a shortage in this area. Despite this, many organisations are still not investing in upskilling their teams or embedding AI training across their workforce.</p>
<p class="MsoNormal">In the article, Ankur and Andrew reflect on the need for businesses to act with clarity and intent. This means setting a strong leadership vision for how AI will be used, allocating appropriate resources to learning and development, engaging with available government initiatives, and working closely with trusted technology partners to expand internal capabilities. Just as importantly, they highlight the shift in hiring priorities, where AI aptitude and willingness to learn are increasingly seen as non-negotiables for future-fit talent.</p>
<p class="MsoNormal">As generative AI continues to evolve at speed, Ankur and Andrew provide a timely and practical perspective on how organisations can respond.</p>
<p class="MsoNormal">In the full <a href="https://www.managementtoday.co.uk/"><em>Management Today</em></a> piece, they outline five principles to help businesses build a more AI-ready workforce, read the full article <a href="https://www.managementtoday.co.uk/five-ways-bridge-growing-ai-skills-chasm/opinion-and-analysis/article/1917877?bulletin=mtbulletin&amp;utm_medium=EMAIL&amp;utm_campaign=eNews%20Bulletin&amp;utm_source=20250519&amp;utm_content=Daily%20News%20Bulletin%20(108)::www_managementtoday_co_uk_arti&amp;email_hash="><span style="mso-field-code: HYPERLINK;"><span class="MsoHyperlink">here</span></span>.</a></p>

Bridging the AI skills gap

<p class="MsoNormal">In a recent Computer Weekly article, <a href="https://www.harveynash.co.uk/team/graeme-mcnaull">Graeme McNaull</a>, Executive Director for the <a href="https://www.harveynash.co.uk/sectors/public-sector">Public Sector </a>at Harvey Nash UK&amp;I, shared his perspective on how the public sector can better attract and retain digital talent.</p>
<p class="MsoNormal">While salary is of course important and sometimes seen as the main hurdle, Graeme highlights the importance of showcasing the full value of public sector roles, from strong pension contributions to additional pay for high-demand skills.</p>
<p class="MsoNormal">In the article, Graeme also challenges the perception that public sector tech lags behind. From AI adoption to major digital transformation projects used by millions, the work is often just as innovative (and arguably more impactful) than that in the private sector.</p>
<p class="MsoNormal">With flexible working, a strong sense of purpose, and the opportunity to deliver meaningful change at scale, the public sector has unique strengths that are often under-communicated. Graeme also emphasises the need to streamline recruitment processes &ndash; from digitising applications to creating alternative entry routes like apprenticeships &ndash; to improve candidate experience and widen access to talent for the Public Sector.</p>
<p class="MsoNormal">Read the full article on <a href="https://www.computerweekly.com/news/366625000/Four-successful-strategies-for-public-sector-technology-recruitment">ComputerWeekly.com</a></p>

How can the public sector overcome its tech talent challenge?

<p style="text-indent: -18pt; line-height: normal; text-align: left;"></p>
<p style="text-indent: -18pt; line-height: normal; text-align: center;"><em><span style="font-family: 'Calibri',sans-serif;">AI becomes world&rsquo;s most in-demand tech skill in shortest timeframe</span></em></p>
<p style="text-indent: -18pt; line-height: normal; text-align: center;"><em><span style="font-family: 'Calibri',sans-serif;">Half of global technology leaders now have an AI skills shortage</span></em></p>
<p style="text-indent: -18pt; line-height: normal; text-align: center;"><em><span style="font-family: 'Calibri',sans-serif;">Steep rise linked to 90% of tech leaders investing in AI</span></em></p>
<p style="text-indent: -18pt; line-height: normal; text-align: center;"><em><span style="font-family: 'Calibri',sans-serif;">But over half of companies aren&rsquo;t upskilling in GenAI</span></em></p>
<p style="text-indent: -18pt; line-height: normal; text-align: left;">LONDON, 19th May 2025 - Artificial intelligence has created the world&rsquo;s biggest and fastest developing tech skills shortage in over 15 years, finds a new <a href="http://www.harveynash.co.uk/research-whitepapers/digital-leadership-report-2025">Nash Squared/Harvey Nash report</a> that has been tracking the views of technology leaders since the late 1990s.</p>
<p style="text-indent: -18pt; line-height: normal; text-align: left;">The&nbsp;<a href="http://www.harveynash.co.uk/research-whitepapers/digital-leadership-report-2025">Nash Squared/Harvey Nash Digital Leadership Report</a>, the largest and longest-running survey of technology leadership in the world, found that AI has jumped from the 6th most scarce technology skill to number one in just 18 months &ndash; the steepest and largest jump in any technology skills shortage recorded for over 15 years.&nbsp;<br><br>Almost twice as many technology leaders (51%) compared to the previous report (28%) now say they are suffering an AI skills shortage, an 82% jump. In the previous 16 years that Nash Squared/Harvey Nash has tracked technology skills shortages globally, the next biggest reported jump was a shortage in Big Data skills, with a jump of just 38%. Even with Cyber skills, for which demand continues to grow, the increase in scarcity has been gradual &ndash; rising from 16% in 2009 to 33% this year.<br><br>This rapidly developing AI skills shortage is closely linked to a significant growth in investment, with 90% of global technology leaders now reporting they are either piloting AI or investing in small - or large-scale developments. This has skyrocketed from 59% in the previous Digital Leadership Report. Despite this steep rise, over two thirds (67%) of all technology leaders report they have not received measurable ROI from piloting AI. Larger organisations, however, are faring better in quantifying results: more than half (53%) of larger organisations with technology budgets exceeding $500 million report a measurable return.<br><br>Although AI investment has helped create this rapidly-developing tech skills shortage, technology leaders and their companies still are working on how to respond to the crisis, and the report found that over half of companies (52%) are not upskilling in GenAI. But it is not just a skills question: operating models will need to change as the tech team is increasingly supplemented by AI and activities like software development are revolutionised.&nbsp;<br><br><strong><a href="https://www.harveynash.co.uk/team/bev-white">Bev White</a>, CEO of Nash Squared said:</strong><br><em>&ldquo;As AI continues to accelerate, the scale of the skills challenge is becoming clear. Businesses have a pressing need to ensure their technology teams are equipped with the skills to leverage AI to full effect, or the implementations they are making could fall short. As AI is so new, there is no &lsquo;playbook&rsquo; here &ndash; it&rsquo;s about a mix of approaches including formal training where available, reskilling IT staff and staff outside of the traditional IT function to widen the pool, on-the-job experimentation, and knowledge sharing and transfer. This needs to coincide with the development of a new operating model where AI is stitched in. Quite simply, those organisations that rise most effectively to the AI challenge will be in the driving seat to succeed.&rdquo;</em><br><br><span style="text-decoration: underline;"><strong>AI shaping investment decisions:</strong></span><br>Boards backing AI-driven spend &ndash; Overall, as with other business functions in uncertain economic and geopolitical times, the outlook for technology budgets has dipped from the highs seen during and after the pandemic &ndash; but still, over a third (39%) of technology leaders expect their budget to rise.&nbsp; Investment has become more selective. Boards are most attracted to clear business cases tied to operational efficiency and AI-powered growth.<br><br><span style="text-decoration: underline;"><strong>AI increases headcount rather than replaces it:</strong></span><br>AI organisations recruit more technologists &ndash; The organisations most ahead with large-scale implementations of AI are 24% more likely to be increasing their tech headcount than their peers, mostly in areas of AI and data.<br><br>AI&rsquo;s impact on future hiring - Tech leaders expect one in five of their technology jobs to be fulfilled by AI in the next five years. But the Nash Squared/Harvey Nash report highlights that AI isn&rsquo;t replacing people, it&rsquo;s changing the kind of people leaders want to hire and the operational models they are part of.<br><br>AI equivalent to 3 years&rsquo; tech experience &ndash; Almost two thirds (65%) of tech leaders would choose an AI enabled software developer with just two years&rsquo; experience over one with a five-year career but without AI skills.<br><br>Organisations that engage with Gen Z are making more progress in AI - Compared to the global average, organisations that attract, retain and incorporate the viewpoints of Gen Z are twice as likely to be prepared for the demands of AI and one-fifth more likely to report a measurable ROI from AI.<br><br><span style="text-decoration: underline;"><strong>Demand up for cyber skills - but down for software engineers:</strong></span><br>Demand for cyber security skills jumps - After a period of decline, cyber-attacks have once again increased, and the skill demand has grown in response (up 22% since the last report).<br><br>Major decline in software engineer shortages &ndash; With software development the most widely adopted use case for AI, it appears to be plugging a skills gap that has long been a challenge to recruit. Software engineer shortages dropped 26% since the last report.<br><br>Enterprise/solution architecture sees the biggest fall - The growth in agile methods as well as the use of cloud technologies has decentralised project delivery and reduced the need for heavyweight roles in enterprise/solution architecture.<br><br><span style="text-decoration: underline;"><strong>Cyber-crime jumps for the first time in five years:</strong></span><br>Major cyber-attacks are rising again &ndash; 29% of tech leaders were subjected to a major attack in the last two years, the highest level since 2019 (32%) and breaking a downward trend in the last five years.<br><br>Threat from &lsquo;foreign powers&rsquo; and &lsquo;insiders&rsquo; rise steeply - While organised crime remains the primary cause for concern, there has been significant growth in the threat from &lsquo;foreign powers&rsquo; (40% in 2022 to 50%) and &lsquo;insiders&rsquo; (33% to 42%).<br><br><span style="text-decoration: underline;"><strong>DEI progress, but gender parity flatlines:</strong></span><br>DEI efforts remain strong despite shifting political winds - Four in ten organisations have ramped up their DEI focus over the last two years, and very few tech leaders report DEI reducing.<br><br>Recognising neurodiversity - Around one-fifth of a tech team could be considered neurodivergent, and nearly half of leaders (47%) have practices in place to support neurodivergent talent. &nbsp;<br><br>Progress on gender is stuck - Just 23% of tech teams are women &ndash; the same as two years ago. Women in leadership has dropped from 14% to 13% since the last report.<br><br><span style="text-decoration: underline;"><strong>AI-focused organisations have increased tech leader pay:</strong></span><br>Pay rises - Over half of tech leaders have had a salary rise in the last year, but for four in ten, pay has remained static.<br><br>Tech leaders that have had a pay rise of 10% or more are distinct - Firstly, their CEO is significantly more focused on technology making versus saving money for the organisation (73% compared to the 66% global average.) They are also more likely to have a large-scale implementation of AI (27% versus 19%) and more likely to be increasing tech headcount (50% versus 41%).<br><br><strong><a href="https://www.harveynash.co.uk/team/andy-heyes">Andy Heyes</a>, Managing Director, Harvey Nash, UK&amp;I and Central Europe concluded:</strong><br><em>&ldquo;AI is front and centre of most organisations&rsquo; technology plans &ndash; and it&rsquo;s encouraging to see that the businesses that are the furthest ahead also have the biggest people need. Rather than killing jobs, AI is changing them and creating new working models. It is also spilling over into a higher likelihood of pay rises, on average, for technology leaders. AI is changing the technology industry and the people dynamics within it, creating new fields of opportunity for those that embrace the challenge.&rdquo;</em><br><br>-ENDS-<br><br>About the Report<br>In its 26th year of publication, the 2025 Nash Squared/Harvey Nash Digital Leadership Report is the world&rsquo;s largest and longest-running survey of senior technology decision makers. Launched in 1998 and previously called the Harvey Nash CIO Survey, it has been an influential and respected indicator of major trends in technology and digital for over two decades. This year the survey of 2,015 technology/digital leaders globally took place between 13th December 2024 and 26th March 2025 across 62 countries. This period captures the impact of major geopolitical changes that occurred following the change of Administration in the US.<br><br>To request a full copy of the results, please visit <a href="http://www.harveynash.co.uk/research-whitepapers/digital-leadership-report-2025">http://www.harveynash.co.uk/research-whitepapers/digital-leadership-report-2025</a><br><br><br>About Nash Squared<br>Nash Squared are the leading global provider of talent and technology solutions.<br>We&rsquo;re equipped with a unique network, that realises the potential where people and technology meet. For over three decades we&rsquo;ve been helping clients solve broad and complex problems, building and transforming their technology and digital capability.<br><a href="https://www.nashsquared.com/">www.nashsquared.com</a><br>Follow us on LinkedIn at&nbsp;https://www.linkedin.com/company/nash-squared/<br><br>About Harvey Nash<br>Harvey Nash are masters of technology recruitment. We help organisations find the very best specialist talent &ndash; from Cloud Services to Data and Analytics, DevOps to Cybersecurity, Engineering and App Development through to AI, Business Transformation and Technology Leadership. With over 35 years&rsquo; experience and global reach, we have an unparalleled knowledge and capability in all areas of technology.<br>We are part of Nash Squared - the leading global provider of talent and technology solutions, equipped with a unique network that realises the potential of where technology and talent meet.<br><a href="https://www.harveynash.com/">www.harveynash.com</a><br>Follow us on LinkedIn at https://www.linkedin.com/company/harvey-nash/<br><br>Media Contacts:<br>David Pippett<br>ProServ PR<br><a href="mailto:david@proservpr.com">david@proservpr.com</a><br>+44 (0) 7899 798197<br><br>Michelle Thomas<br>Harvey Nash<br><a href="mailto:michelle.thomas@harveynash.com">michelle.thomas@harveynash.com</a><br>+44 (20) 7333 2677</p>

AI drives biggest tech skills shortage in 15+ years finds Harvey Nash

<p class="MsoNormal">Is a degree still an essential qualification to have these days? Or are we seeing a major shift in how employers view university degrees. <a href="https://www.harveynash.co.uk/team/andy-heyes">Andy Heyes</a>, Managing Director of Harvey Nash UK, Ireland &amp; Central Europe shared his thoughts with the <a href="https://www.thetimes.com/article/d60e3855-bd41-419c-9ec2-abc592b3460a?shareToken=62fc6fb13d23a21c9cc9c4d9c2d8d66a">Sunday Times</a>.</p>
<p class="MsoNormal">The article examines the growing number of businesses across the UK that are removing academic barriers to entry in favour of more inclusive, skills-based hiring. With rising tuition fees and a changing skills landscape driven by rapid technological advancement, more employers are prioritising potential, practical experience, and soft skills over formal qualifications.</p>
<p class="MsoNormal">Andy was quoted discussing the role recruitment partners like Harvey Nash play in helping businesses adapt to this new way of thinking:</p>
<p class="MsoNormal">&ldquo;Inclusive hiring and skills-based hiring processes have come to the fore so that employers can broaden the talent pool. It better reflects the society and communities that businesses are serving and selling to&rdquo; said Andy Heyes.</p>
<p class="MsoNormal">The article also includes insights from major employers, each offering their perspective on why widening access to opportunity is not only fairer, but often more effective in meeting evolving business needs.</p>
<p class="MsoNormal">This is a timely and important conversation, especially as industries face growing skills shortages and seek to build more diverse, future-ready workforces.</p>
<p class="MsoNormal">Read the full article on <a href="https://www.thetimes.com/article/d60e3855-bd41-419c-9ec2-abc592b3460a?shareToken=62fc6fb13d23a21c9cc9c4d9c2d8d66a">The Sunday Times website</a></p>

No degree? No problem. Why employers are choosing non-graduates? 

<ul style="margin-top: 0cm;" type="disc">
<li class="xxmsonormal" style="mso-list: l16 level1 lfo1; tab-stops: list 36.0pt;"><span style="font-family: 'Arial',sans-serif; mso-fareast-font-family: 'Times New Roman';">New AI Energy Council holds first round of talks on delivering the power which will drive the UK's AI ambitions.</span></li>
<li class="xxmsonormal" style="mso-list: l16 level1 lfo1; tab-stops: list 36.0pt;"><span style="font-family: 'Arial',sans-serif; mso-fareast-font-family: 'Times New Roman';">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.</span></li>
<li class="xxmsonormal" style="mso-list: l16 level1 lfo1; tab-stops: list 36.0pt;"><span style="font-family: 'Arial',sans-serif; mso-fareast-font-family: 'Times New Roman';">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.&nbsp;</span><span style="font-family: 'Arial',sans-serif;">&nbsp;</span></li>
</ul>
<p class="xxmsonormal"><span style="font-family: 'Arial',sans-serif;">Industry heavyweights from the energy and technology sectors will descend on Whitehall today (8<sup>th</sup> April) for the first meeting of the UK&rsquo;s new AI Energy Council.&nbsp;</span></p>
<p class="xxmsonormal"><span style="font-family: 'Arial',sans-serif;">Co-chaired by the Technology and Energy Secretaries, today&rsquo;s inaugural meeting will see members agree the council&rsquo;s objectives<em> </em>with<em> </em>a key aim focused on how the government&rsquo;s clean energy superpower mission, and its commitment to advancing AI and compute infrastructure, can work together to deliver economic growth. It&rsquo;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.</span></p>
<p class="xxmsonormal"><span style="font-family: 'Arial',sans-serif;">The council will also take steps to ensure the secure adoption of AI across the UK&rsquo;s energy network itself.</span></p>
<p class="xxmsonormal"><span style="font-family: 'Arial',sans-serif;">Unveiled in January as part of the government&rsquo;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.&nbsp;</span></p>
<p class="xxmsonormal"><span style="font-family: 'Arial',sans-serif;">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 &ndash; 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&rsquo;s pockets. </span></p>
<p class="xxmsonormal">&nbsp;</p>
<p class="xxmsonormal"><strong><span style="font-family: 'Arial',sans-serif;">Secretary of State for Science, Innovation, and Technology, Peter Kyle said:</span></strong><span style="font-family: 'Arial',sans-serif;">&nbsp;</span></p>
<p class="xxmsonormal"><span style="font-family: 'Arial',sans-serif;">&ldquo;The work of the AI Energy Council will ensure we aren&rsquo;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.&nbsp;</span></p>
<p class="xxmsonormal"><span style="font-family: 'Arial',sans-serif;">&ldquo;This requires a broad range of expertise from industry and regulators as we fire up the UK&rsquo;s economic engine to make it fit for the age of AI &ndash; meaning we can deliver the growth which is the beating heart of our Plan for Change.&rdquo;</span></p>
<p class="xxmsonormal"><span style="font-family: 'Arial',sans-serif;">&nbsp;</span></p>
<p class="xxmsonormal"><strong><span style="font-family: 'Arial',sans-serif;">Secretary of State for Energy Security and Net Zero, Ed Miliband said:&nbsp;</span></strong></p>
<p class="xxmsonormal"><span style="font-family: 'Arial',sans-serif;">&ldquo;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.</span></p>
<p class="xxmsonormal"><span style="font-family: 'Arial',sans-serif;">&ldquo;AI can play an important role in building a new era of clean electricity for our country and as we unlock AI&rsquo;s potential, this Council will help secure a sustainable scale up to benefit businesses and communities across the UK.&rdquo;</span></p>
<p class="xxmsonormal"><span style="font-family: 'Arial',sans-serif;">The UK Government has also been working closely with both Ofgem and the National Energy System Operator to deliver fundamental reforms to the UK&rsquo;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.&nbsp;</span></p>
<p class="xxmsonormal"><span style="font-family: 'Arial',sans-serif;">Joining the council are 14 organisations &ndash; including regulators and companies drawn from the energy and tech sectors - who will support its work by sharing expert insights.&nbsp;</span></p>
<p class="xxmsonormal"><span style="font-family: 'Arial',sans-serif;">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.&nbsp;</span></p>
<p class="xxmsonormal"><span style="font-family: 'Arial',sans-serif;">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 &ndash; especially with a growing pipeline of tech companies announcing plans to build datacentres across the UK.</span></p>
<p class="xxmsonormal">&nbsp;</p>
<p class="xxmsonormal"><strong><span style="font-family: 'Arial',sans-serif;">Alison Kay, Vice President, UK and Ireland, at Amazon Web Services (AWS), said:&nbsp;</span></strong></p>
<p class="xxmsonormal"><span style="font-family: 'Arial',sans-serif;">&ldquo;At Amazon, we&rsquo;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.&nbsp;</span></p>
<p class="xxmsonormal"><span style="font-family: 'Arial',sans-serif;">&ldquo;As the world's largest corporate purchaser of renewable energy for the fifth year in a row, we share the government&rsquo;s goal to ensure the UK has sufficient access to carbon-free energy to support its AI ambitions and to help drive economic growth.&rdquo;</span></p>
<p class="xxmsonormal"><span style="font-family: 'Arial',sans-serif;">&nbsp;</span></p>
<p class="xxmsonormal"><strong><span style="font-family: 'Arial',sans-serif;">Jonathan Brearley, CEO of Ofgem, said:</span></strong></p>
<p class="xxmsonormal"><span style="font-family: 'Arial',sans-serif;">&ldquo;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.&nbsp;</span></p>
<p class="xxmsonormal"><span style="font-family: 'Arial',sans-serif;">&ldquo;Working alongside other members of this Council, Ofgem will ensure AI implementation puts consumer interests first &ndash; from customer service to infrastructure planning and operation &ndash; so that everyone feels the benefits of this technological innovation in energy.&rdquo;</span></p>
<p class="xxmsonormal">&nbsp;</p>
<p class="xxmsonormal"><span style="font-family: 'Arial',sans-serif;">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.&nbsp; </span></p>
<p class="xxmsonormal"><span style="font-family: 'Arial',sans-serif;">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.</span></p>
<p class="xxmsonormal"><strong><span style="font-family: 'Arial',sans-serif;">ENDS</span></strong></p>
<p class="xxmsonormal"><strong><span style="font-family: 'Arial',sans-serif;">Further Information</span></strong><span style="font-family: 'Arial',sans-serif;">&nbsp;</span></p>
<p><span style="font-family: 'Arial',sans-serif; mso-fareast-font-family: 'Times New Roman';">Attendees to the first meeting of the AI Energy Council will include representatives of:&nbsp;</span></p>
<ul>
<li><span style="font-family: 'Arial',sans-serif; mso-fareast-font-family: 'Times New Roman';">Ofgem&nbsp;</span></li>
<li><span style="font-family: 'Arial',sans-serif; mso-fareast-font-family: 'Times New Roman';">NESO&nbsp;</span></li>
<li><span style="font-family: 'Arial',sans-serif; mso-fareast-font-family: 'Times New Roman';">Energy Networks Association&nbsp;</span></li>
<li><span style="font-family: 'Arial',sans-serif; mso-fareast-font-family: 'Times New Roman';">Nuclear Industry Association&nbsp;</span></li>
<li><span style="font-family: 'Arial',sans-serif; mso-fareast-font-family: 'Times New Roman';">ScottishPower&nbsp;</span></li>
<li><span style="font-family: 'Arial',sans-serif; mso-fareast-font-family: 'Times New Roman';">National Grid&nbsp;</span></li>
<li><span style="font-family: 'Arial',sans-serif; mso-fareast-font-family: 'Times New Roman';">EDF&nbsp;</span></li>
<li><span style="font-family: 'Arial',sans-serif; mso-fareast-font-family: 'Times New Roman';">Google&nbsp;</span></li>
<li><span style="font-family: 'Arial',sans-serif; mso-fareast-font-family: 'Times New Roman';">Microsoft&nbsp;</span></li>
<li><span style="font-family: 'Arial',sans-serif; mso-fareast-font-family: 'Times New Roman';">Amazon Web Services&nbsp;</span></li>
<li><span style="font-family: 'Arial',sans-serif; mso-fareast-font-family: 'Times New Roman';">Equinix&nbsp;</span></li>
<li><span style="font-family: 'Arial',sans-serif; mso-fareast-font-family: 'Times New Roman';">Brookfield&nbsp;</span></li>
<li><span style="font-family: 'Arial',sans-serif; mso-fareast-font-family: 'Times New Roman';">ARM&nbsp;</span></li>
<li><span style="font-family: 'Arial',sans-serif; mso-fareast-font-family: 'Times New Roman';">ARIA.&nbsp;</span></li>
</ul>
<p><span style="font-family: 'Arial',sans-serif; mso-fareast-font-family: 'Times New Roman';">The council will meet on a quarterly basis, with the next meeting scheduled for this summer.&nbsp;</span></p>

AI Energy Council to prepare UK for AI-powered infrastructure

<div>
<p><em><strong>Tailored Talent Solutions to Deliver Lancaster University Digital Transformation Strategy</strong></em></p>
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<div>
<p>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.</p>
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<h1 class="Paragraph SCXW222839007 BCX8"><span class="NormalTextRun SCXW222839007 BCX8">Objectives</span></h1>
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<p class="Paragraph SCXW222839007 BCX8"><span class="NormalTextRun SCXW222839007 BCX8">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.</span><span class="EOP SCXW222839007 BCX8" data-ccp-props="{}">&nbsp;</span></p>
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<h1 class="Paragraph SCXW222839007 BCX8"><span class="NormalTextRun SCXW222839007 BCX8">Challenges</span></h1>
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<p class="Paragraph SCXW222839007 BCX8"><span class="NormalTextRun SCXW222839007 BCX8">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.</span><span class="EOP SCXW222839007 BCX8" data-ccp-props="{}">&nbsp;</span></p>
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<h1 class="Paragraph SCXW222839007 BCX8"><span class="NormalTextRun SCXW222839007 BCX8">Solutions</span></h1>
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<p class="Paragraph SCXW222839007 BCX8"><span class="NormalTextRun SCXW222839007 BCX8">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.</span><span class="EOP SCXW222839007 BCX8" data-ccp-props="{}">&nbsp;</span></p>
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<p class="Paragraph SCXW222839007 BCX8"><em><span class="NormalTextRun SCXW222839007 BCX8">&ldquo;Phil and the team at Harvey Nash delivered outstanding support for our University&rsquo;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.</span><span class="EOP SCXW222839007 BCX8" data-ccp-props="{}">&nbsp;</span></em></p>
<p class="Paragraph SCXW222839007 BCX8"><em><span class="TextRun SCXW222839007 BCX8" lang="EN-GB" xml:lang="EN-GB" data-contrast="auto"><span class="NormalTextRun SCXW222839007 BCX8">In addition to achieving impressive results, Phil and the team worked closely with us to enhance and refine our recruitment processes in line with </span><span class="NormalTextRun ContextualSpellingAndGrammarErrorV2Themed SCXW222839007 BCX8">University</span><span class="NormalTextRun SCXW222839007 BCX8"> recruitment guidelines. By </span><span class="NormalTextRun SCXW222839007 BCX8">leveraging</span><span class="NormalTextRun SCXW222839007 BCX8"> data-driven insights and modern recruitment technologies, they significantly improved our ability to attract and assess top-tier talent across IT </span><span class="NormalTextRun SCXW222839007 BCX8">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."</span></span><span class="EOP SCXW222839007 BCX8" data-ccp-props="{}">&nbsp;</span></em></p>
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<p class="Paragraph SCXW222839007 BCX8"><span class="NormalTextRun SCXW222839007 BCX8">Naomi Stewart, IT Resources Manager, Lancaster University</span></p>
<p class="Paragraph SCXW222839007 BCX8">&nbsp;</p>
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<h1 class="Paragraph SCXW222839007 BCX8"><span class="NormalTextRun SCXW222839007 BCX8">The Results</span></h1>
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<ul class="BulletListStyle1 SCXW222839007 BCX8" role="list">
<li class="OutlineElement Ltr SCXW222839007 BCX8" role="listitem" data-leveltext="" data-font="Symbol" data-listid="6" data-list-defn-props="{&quot;335552541&quot;:1,&quot;335559685&quot;:720,&quot;335559991&quot;:360,&quot;469769226&quot;:&quot;Symbol&quot;,&quot;469769242&quot;:[8226],&quot;469777803&quot;:&quot;left&quot;,&quot;469777804&quot;:&quot;&quot;,&quot;469777815&quot;:&quot;multilevel&quot;}" aria-setsize="-1" data-aria-posinset="1" data-aria-level="1">
<p class="Paragraph SCXW222839007 BCX8"><strong><span class="NormalTextRun SCXW222839007 BCX8">Local Recruitment Experts</span></strong><span class="TextRun SCXW222839007 BCX8" lang="EN-GB" xml:lang="EN-GB" data-contrast="auto"><span class="NormalTextRun SCXW222839007 BCX8"><strong> &ndash;</strong> With our experience of the local area and the sector, we </span><span class="NormalTextRun SCXW222839007 BCX8">identified</span><span class="NormalTextRun SCXW222839007 BCX8"> candidates from Lancaster and its surrounding areas to deliver highly skilled talent that were both qualified and conveniently </span><span class="NormalTextRun SCXW222839007 BCX8">located</span><span class="NormalTextRun SCXW222839007 BCX8"> to meet its specific needs.</span></span><span class="EOP SCXW222839007 BCX8" data-ccp-props="{}">&nbsp;</span></p>
</li>
</ul>
</div>
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<ul class="BulletListStyle1 SCXW222839007 BCX8" role="list">
<li class="OutlineElement Ltr SCXW222839007 BCX8" role="listitem" data-leveltext="" data-font="Symbol" data-listid="6" data-list-defn-props="{&quot;335552541&quot;:1,&quot;335559685&quot;:720,&quot;335559991&quot;:360,&quot;469769226&quot;:&quot;Symbol&quot;,&quot;469769242&quot;:[8226],&quot;469777803&quot;:&quot;left&quot;,&quot;469777804&quot;:&quot;&quot;,&quot;469777815&quot;:&quot;multilevel&quot;}" aria-setsize="-1" data-aria-posinset="2" data-aria-level="1">
<p class="Paragraph SCXW222839007 BCX8"><strong><span class="NormalTextRun SCXW222839007 BCX8">Strategic Partnership</span></strong><span class="NormalTextRun SCXW222839007 BCX8"><strong> &ndash;</strong> 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.</span><span class="EOP SCXW222839007 BCX8" data-ccp-props="{}">&nbsp;</span></p>
</li>
</ul>
</div>
<div class="ListContainerWrapper SCXW222839007 BCX8">
<ul class="BulletListStyle1 SCXW222839007 BCX8" role="list">
<li class="OutlineElement Ltr SCXW222839007 BCX8" role="listitem" data-leveltext="" data-font="Symbol" data-listid="6" data-list-defn-props="{&quot;335552541&quot;:1,&quot;335559685&quot;:720,&quot;335559991&quot;:360,&quot;469769226&quot;:&quot;Symbol&quot;,&quot;469769242&quot;:[8226],&quot;469777803&quot;:&quot;left&quot;,&quot;469777804&quot;:&quot;&quot;,&quot;469777815&quot;:&quot;multilevel&quot;}" aria-setsize="-1" data-aria-posinset="3" data-aria-level="1">
<p class="Paragraph SCXW222839007 BCX8"><strong><span class="NormalTextRun SCXW222839007 BCX8">EVP and Marketing Support</span></strong><span class="TextRun SCXW222839007 BCX8" lang="EN-GB" xml:lang="EN-GB" data-contrast="auto"><span class="NormalTextRun SCXW222839007 BCX8"><strong> &ndash;</strong> 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 </span><span class="NormalTextRun SCXW222839007 BCX8">showcasing</span><span class="NormalTextRun SCXW222839007 BCX8"> its unique strengths and opportunities and providing an exceptional candidate experience. This strategic </span><span class="NormalTextRun SCXW222839007 BCX8">assistance</span><span class="NormalTextRun SCXW222839007 BCX8"> enhanced the University's brand visibility and appeal, positioning it as an employer of choice within a competitive market.</span></span><span class="EOP SCXW222839007 BCX8" data-ccp-props="{}">&nbsp;</span></p>
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<ul class="BulletListStyle1 SCXW222839007 BCX8" role="list">
<li class="OutlineElement Ltr SCXW222839007 BCX8" role="listitem" data-leveltext="" data-font="Symbol" data-listid="6" data-list-defn-props="{&quot;335552541&quot;:1,&quot;335559685&quot;:720,&quot;335559991&quot;:360,&quot;469769226&quot;:&quot;Symbol&quot;,&quot;469769242&quot;:[8226],&quot;469777803&quot;:&quot;left&quot;,&quot;469777804&quot;:&quot;&quot;,&quot;469777815&quot;:&quot;multilevel&quot;}" aria-setsize="-1" data-aria-posinset="4" data-aria-level="1">
<p class="Paragraph SCXW222839007 BCX8"><strong><span class="NormalTextRun SCXW222839007 BCX8">Speed to Hire</span></strong><span class="TextRun SCXW222839007 BCX8" lang="EN-GB" xml:lang="EN-GB" data-contrast="auto"><span class="NormalTextRun SCXW222839007 BCX8"><strong> &ndash; </strong>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 </span><span class="NormalTextRun SCXW222839007 BCX8">downtime</span><span class="NormalTextRun SCXW222839007 BCX8"> and enabling the University to </span><span class="NormalTextRun SCXW222839007 BCX8">maintain</span><span class="NormalTextRun SCXW222839007 BCX8"> momentum in achieving its </span><span class="NormalTextRun SCXW222839007 BCX8">objectives</span><span class="NormalTextRun SCXW222839007 BCX8">.</span></span></p>
</li>
</ul>
</div>

Higher Education Success Story - University of Lancaster

<p>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.</p>
<p>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.</p>
<p><a href="https://www.harveynash.co.uk/digital-leadership-report" target="_blank" rel="noreferrer noopener">With 70% of digital leaders reporting Cloud generated the most ROI over the last 3 years,</a> 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.</p>
<p>&nbsp;</p>
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<h1>What is a public, private or hybrid cloud?&nbsp;</h1>
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<p class="Paragraph SCXW52985163 BCX8"><strong>Public Cloud&nbsp;</strong>&ndash; 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).&nbsp;</p>
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<p class="Paragraph SCXW52985163 BCX8"><strong>Private Cloud</strong>&nbsp;&ndash; 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. &nbsp;</p>
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<p class="Paragraph SCXW52985163 BCX8">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.&nbsp;Examples of private cloud solutions include: Microsoft Azure Stack, VMWare vSphere, OpenStack.&nbsp;</p>
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<p class="Paragraph SCXW52985163 BCX8"><strong>Hybrid Cloud</strong>&nbsp;&ndash; Hybrid is as it sounds &ndash; a mix of them both, but it would be easier to imagine that these clouds are like different personal storage solutions.&nbsp;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.&nbsp;</p>
<p>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&rsquo;s dedicated to you and safe, as a result, you will have more security and control over these resources.&nbsp;</p>
<p>&nbsp;</p>
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<h1>Types of jobs in cloud computing&nbsp;&nbsp;</h1>
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<p class="Paragraph SCXW52985163 BCX8">The most common roles within this space include:</p>
<ul>
<li class="Paragraph SCXW52985163 BCX8">Cloud Engineers&nbsp;</li>
<li class="Paragraph SCXW52985163 BCX8">Site Reliability Engineers&nbsp;</li>
<li class="Paragraph SCXW52985163 BCX8">Cloud Architects&nbsp;</li>
<li class="Paragraph SCXW52985163 BCX8">Platform Engineers&nbsp;</li>
<li class="Paragraph SCXW52985163 BCX8">DevOps Engineers&nbsp;</li>
<li class="Paragraph SCXW52985163 BCX8">Infrastructure Engineers&nbsp;</li>
</ul>
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<p>&nbsp;</p>
<h1>Cloud key skills and technologies&nbsp;&nbsp;</h1>
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<p>Some of the technologies and key skills employers typically look for in cloud professionals:&nbsp;</p>
<ul>
<li>Experience with Cloud Platforms (Amazon Web Service, Microsoft Azure, Google Cloud Platform)&nbsp;</li>
<li>Experience managing traditional infrastructure (Virtualisation, Servers, Networking, Firewall, Security, Storage, Databases, Identity Access Management)&nbsp;</li>
<li>Configuration management tools (Ansible, Chef, Puppet, PowerShell)&nbsp;</li>
<li>Containerisation tools (Docker, Kubernetes, AWS ECS, Google Kubernetes Engine)&nbsp;</li>
<li>Container Orchestration tools (Rancher, Docker Swarm, Kubernetes)&nbsp;</li>
<li>Source control management tools (Git, GitHub)&nbsp;</li>
<li>Deployment tools (Elastic Cloud Compute (EC2), Ansible, CodeDeploy, Helm)&nbsp;</li>
<li>Infrastructure as code (Terraform, Kubernetes, CloudFormation)&nbsp;</li>
<li>Continuous improvement/Continuous Deployment tools (Jenkins, Argo, GitLab, Harness)&nbsp;</li>
<li>Programming languages (Python, Bash, PowerShell, YAML, Java, Javascript, C#, Ruby, Golang etc.)&nbsp;</li>
</ul>
<p>&nbsp;</p>
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<h1>Cloud salary ranges&nbsp;&nbsp;</h1>
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<p class="Paragraph SCXW52985163 BCX8">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.&nbsp;</p>
<p class="Paragraph SCXW52985163 BCX8">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.&nbsp;&nbsp;</p>
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<p>For the roles below, the ranges provided are from junior to senior level &ndash; when looking into &lsquo;head of&rsquo; roles and management roles, the salaries tends to vary between &pound;95k-&pound;135k depending on scale and industry.&nbsp;</p>
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<ul>
<li>Cloud Engineer: &pound;50k - &pound;85k&nbsp;</li>
<li>Site Reliability Engineer: &pound;60k - &pound;90k&nbsp;</li>
<li>Cloud Architect: &pound;65k - &pound;115k&nbsp;</li>
<li>Platform Engineer: &pound;50k - &pound;100k&nbsp;</li>
<li>DevOps Engineer: &pound;65k - &pound;100k&nbsp;</li>
<li>Infrastructure Engineer: &pound;40k - &pound;80k&nbsp;</li>
</ul>
<p>&nbsp;</p>
</div>
<p class="Paragraph SCXW52985163 BCX8">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.&nbsp;&nbsp;</p>
<p class="Paragraph SCXW52985163 BCX8"><a title="" href="http://www.harveynash.co.uk/Profile/kyle-gauntlett" target="_blank" rel="noopener" aria-label="">Reach out to one of the team here.</a></p>
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<h1>Work environment&nbsp;&nbsp;</h1>
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.
<p>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.</p>
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<p class="Paragraph SCXW52985163 BCX8">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.&nbsp;&nbsp;</p>
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<p class="Paragraph SCXW52985163 BCX8">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.&nbsp;&nbsp;</p>
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<p class="Paragraph SCXW52985163 BCX8">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.&nbsp;</p>
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<p class="Paragraph SCXW52985163 BCX8">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.</p>
<p class="Paragraph SCXW52985163 BCX8">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:&nbsp;<a title="" href="https://womenincloud.com/" target="_blank" rel="noopener" aria-label="">https://womenincloud.com/</a>&nbsp;</p>
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<h1>Benefits&nbsp;&nbsp;</h1>
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<div>
<p>Most benefits offered are as standard, other benefits within this industry include:&nbsp;</p>
<ul>
<li>Discretionary performance based bonus (10-20%)&nbsp;</li>
<li>Pension contribution (matched/non-contributory)&nbsp;</li>
<li>Uncapped annual leave (Purchase/sell additional days/growing trend in big tech for unlimited holidays for senior staff)&nbsp;</li>
<li>Share save/Equity&nbsp;</li>
<li>Personal development/training/certifications/courses&nbsp;</li>
<li>Gym membership&nbsp;</li>
<li>EV Car Scheme&nbsp;</li>
</ul>
<p>&nbsp;</p>
</div>
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<h1>Career Progression in Cloud roles&nbsp;&nbsp;</h1>
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<p>There are multiple opportunities for career progression within the cloud discipline and really depends on what aspect you&rsquo;re most interested in. A typical progression from an infrastructure route could look like this:&nbsp;</p>
<ul>
<li>1st/2nd Line support&nbsp;</li>
<li>3rd Line support&nbsp;</li>
<li>Infrastructure Engineer/specialist&nbsp;</li>
<li>Junior Cloud Engineer/Cloud Engineer&nbsp;</li>
<li>Senior Cloud Engineer&nbsp;</li>
<li>Lead Cloud Engineer/Cloud Manager&nbsp;</li>
<li>Head of Cloud&nbsp;</li>
</ul>
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<div class="ListContainerWrapper SCXW192586268 BCX8">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&nbsp;<a title="" href="http://www.harveynash.co.uk/Profile/kyle-gauntlett" target="_blank" rel="noopener" aria-label="">reach out to one of the team.&nbsp;</a>
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<p><img src="https://cdn.sourceflow.co.uk/plz4mths03qdt76sq8w83g2t94t9" alt="&quot;&quot;" width="918" height="454"></p>
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<p class="Paragraph SCXW587405 BCX8">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.&nbsp;&nbsp;</p>
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<p class="Paragraph SCXW587405 BCX8">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.&nbsp;&nbsp;</p>
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<p class="Paragraph SCXW587405 BCX8">We&rsquo;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.&nbsp;</p>
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<h1>About the author&nbsp;</h1>
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<p class="Paragraph SCXW587405 BCX8"><a title="" href="https://www.harveynash.co.uk/Profile/kyle-gauntlett" target="_blank" rel="noopener" aria-label="">Kyle Gauntlett</a>&nbsp;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.&nbsp;&nbsp;</p>
<p class="Paragraph SCXW587405 BCX8">If you&rsquo;d like to speak further about the cloud and current roles&nbsp;<a title="" href="https://www.harveynash.co.uk/Profile/kyle-gauntlett" target="_blank" rel="noopener" aria-label="">please get in touch here.</a></p>

What is the cloud?

Reignite your tech career: Tips for returning tech professionals 

<p>As we enter a new year, I don't think many in the technology recruitment industry will be especially sad to leave 2024 behind.</p>
<p>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.</p>
<p>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'.</p>
<h1>2025 &ndash; key pockets of activity and growth</h1>
<p>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.</p>
<p>While this rate of growth remains modest by historic standards, 2025&rsquo;s growth rate is expected to be twice as fast as 2024, so this could stimulate economic activity and hiring.</p>
<p>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.</p>
<p>This represents an increase in activity from last summer when the Harvey Nash<a href="https://www.harveynash.co.uk/research-whitepapers/global-tech-talent-and-salary-report">2024 Global Tech Talent &amp; Salary Report</a>found that 50% of UK tech professionals were looking to move to a new organisation in the coming 12 months.</p>
<p>There are a number of areas where I expect to see increased recruitment demand:</p>
<p><strong>Big Tech:</strong> 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 &ndash; during 2024 Google, which already has more than 7,000 UK staff, pledged to invest $1 billion in a&nbsp;<a href="https://www.thetimes.com/article/google-uk-data-centre-waltham-cross-davos-qm2cz8qs8">new data centre</a>&nbsp;in Hertfordshire. Microsoft also committed to investing an extra &pound;2.5 billion in the UK.</p>
<p><strong>Financial services:</strong>&nbsp;The industry&rsquo;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.</p>
<p><strong>Public sector:</strong> 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 <a href="https://www.personneltoday.com/hr/test-and-learn-government/">recruiting staff from tech start-ups</a> in a secondment scheme to embed a &lsquo;test and learn&rsquo; culture across&nbsp; government departments, backed by a &pound;100m innovation fund.</p>
<p><strong>Tech start-ups/scale-ups: </strong>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.</p>
<p><strong>Green tech:&nbsp;</strong>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.</p>
<p>&nbsp;</p>
<h1>Headwinds to negotiate</h1>
<p>These factors will inject some life into the market &ndash; but there will also be a number of elements that tend to push in the other direction.</p>
<p>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.&nbsp;</p>
<p>Secondly, the government&rsquo;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 &ndash; but technology won&rsquo;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.</p>
<p>Added to this we have the government&rsquo;s forthcoming package of workers&rsquo; 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 &ndash; and further incline them to invest in a more remote technology talent model.</p>
<p>&nbsp;</p>
<h1>AI unknown</h1>
<p>One area that is still largely an unknown is AI. This continues to be a major focus for investment and exploration by businesses &ndash; but the real nature of its impact on technology recruitment remains unclear. As yet, it hasn&rsquo;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&rsquo;s a skillset and a capability that is becoming expected.</p>
<p>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 &ndash; so could 2025 be the year that it begins to spawn new roles at scale?</p>
<p>One way in which AI is having an impact is on the application process &ndash; 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.</p>
<p>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.&nbsp;</p>
<p>&nbsp;</p>
<h1>The importance of culture in the competition for talent</h1>
<p>We know from the <a href="https://www.harveynash.co.uk/research-whitepapers/global-tech-talent-and-salary-report">Harvey Nash 2024 Global Tech Talent &amp; Salary Report</a> 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.</p>
<p>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.&nbsp;</p>
<p>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.</p>
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<h1>Diversity high on the agenda</h1>
<p>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.</p>
<p>They are looking to their partners and suppliers to help them do this &ndash; by encouraging applications from diverse talent sources, building relationships with under-represented parts of the community, and creating new recruitment pathways and talent schemes.</p>
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<h1>Expect the unexpected?</h1>
<p>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&rsquo;s notice &ndash; with no amber in between. We saw that in the post-Covid boom.</p>
<p>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.</p>
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<h1>About the author&nbsp;</h1>
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<p><a title="" href="https://www.harveynash.co.uk/profile/andy-heyes" aria-label="">Andy Heyes&nbsp;</a>is the Managing Director Harvey Nash UKI, Central Europe, Australia &amp; Spinks. He is also a member of Nash Squared Executive Leadership Team.</p>
<p>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.&nbsp;</p>
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What does 2025 hold for the technology recruitment market?

<p>We're delighted to invite you to take part in the 2025 Digital Leadership Report survey from <span style="color: #000000;">Harvey Nash</span>, part of Nash Squared, the world&rsquo;s largest and longest-running study of its kind.</p>
<p class="MsoNormal">Described by one digital leader as their &ldquo;chance to get inside the minds of their peers&rdquo;, the report captures the priorities and concerns of over 2,000 CIOs, CTOs and technology executives worldwide.</p>
<p class="MsoNormal">Add your views by <a href="https://insights.nashsquared.com/s/6XBT3X/?source=HNUKWebsite">completing the survey today</a>.</p>
<p class="MsoNormal">The survey takes just 20 minutes to complete and covers key topics which are front of mind of all digital leaders today:</p>
<p class="MsoListParagraphCxSpFirst" style="text-indent: -18.0pt; mso-list: l0 level1 lfo1;"><span style="font-family: Symbol; mso-fareast-font-family: Symbol; mso-bidi-font-family: Symbol;"><span style="mso-list: Ignore;">&middot;<span style="font: 7.0pt 'Times New Roman';">&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; </span></span></span><strong>AI:</strong> What&rsquo;s delivering real results now?</p>
<p class="MsoListParagraphCxSpMiddle" style="text-indent: -18.0pt; mso-list: l0 level1 lfo1;"><span style="font-family: Symbol; mso-fareast-font-family: Symbol; mso-bidi-font-family: Symbol;"><span style="mso-list: Ignore;">&middot;<span style="font: 7.0pt 'Times New Roman';">&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; </span></span></span><strong>Investment: </strong>Where do I invest my budget when it comes to people and technology?</p>
<p class="MsoListParagraphCxSpMiddle" style="text-indent: -18.0pt; mso-list: l0 level1 lfo1;"><span style="font-family: Symbol; mso-fareast-font-family: Symbol; mso-bidi-font-family: Symbol;"><span style="mso-list: Ignore;">&middot;<span style="font: 7.0pt 'Times New Roman';">&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; </span></span></span><strong>Compensation: </strong>Is my salary and benefits package competitive?</p>
<p class="MsoListParagraphCxSpLast" style="text-indent: -18.0pt; mso-list: l0 level1 lfo1;"><span style="font-family: Symbol; mso-fareast-font-family: Symbol; mso-bidi-font-family: Symbol;"><span style="mso-list: Ignore;">&middot;<span style="font: 7.0pt 'Times New Roman';">&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; </span></span></span><strong>Budget:</strong> Does my budget stack up against others in the industry?</p>
<p class="MsoNormal">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.</p>
<p class="MsoNormal"><a href="https://insights.nashsquared.com/s/6XBT3X/?source=HNUKWebsite">Take part today!</a></p>

2025 Digital Leadership Report is now open for responses

<p><strong>London, November 20 2024</strong> 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 &amp; Women in Staffing 2024 List.</p>
<p>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.</p>
<p>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.</p>
<p>Bev White said of her inclusion on The Global Power 150 &amp; Women in Staffing list:</p>
<p><em>"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."</em></p>
<p>Find out more about the SIA's Global Power 150 Women in Staffing list<a href="https://www.staffingindustry.com/lists/global-power-150-women-in-staffing/2024-global-power-150">here</a>.</p>

Bev White Named in Global Power 150 Women in Staffing

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<p class="Paragraph SCXW241840983 BCX8" lang="EN-GB" xml:lang="EN-GB"><span class="TextRun SCXW241840983 BCX8" lang="EN-GB" xml:lang="EN-GB" data-contrast="auto"><span class="NormalTextRun SCXW241840983 BCX8">O</span><span class="NormalTextRun SCXW241840983 BCX8">n November 8</span></span><span class="NormalTextRun Superscript SCXW241840983 BCX8" data-fontsize="12">th</span><span class="TextRun SCXW241840983 BCX8" lang="EN-GB" xml:lang="EN-GB" data-contrast="auto"><span class="NormalTextRun SCXW241840983 BCX8">, our</span> <span class="NormalTextRun SCXW241840983 BCX8">Harvey Nash</span> <span class="NormalTextRun CommentStart SCXW241840983 BCX8">Scotland</span> <span class="NormalTextRun SCXW241840983 BCX8">team members came together to celebrate the Scotland Women in Technology Awards Ceremony, held at the Radisson Blu in Glasgow. </span></span><span class="TextRun SCXW241840983 BCX8" lang="EN-GB" xml:lang="EN-GB" data-contrast="auto"><span class="NormalTextRun SCXW241840983 BCX8">We invited prestigious clients along with our team </span><span class="NormalTextRun SCXW241840983 BCX8">including</span> </span><span class="TextRun SCXW241840983 BCX8" lang="EN-GB" xml:lang="EN-GB" data-contrast="auto"><span class="NormalTextRun SCXW241840983 BCX8">Nucleus, BR-DGE, Computershare, SSE, Planet DDS, City FM, and one of our partners from </span><span class="NormalTextRun SpellingErrorV2Themed SCXW241840983 BCX8">ProductTank</span><span class="NormalTextRun SCXW241840983 BCX8"> Edinburgh.</span></span><span class="EOP SCXW241840983 BCX8" data-ccp-props="{}">&nbsp;</span></p>
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<p class="Paragraph SCXW241840983 BCX8" lang="EN-GB" xml:lang="EN-GB"><span class="TextRun SCXW241840983 BCX8" lang="EN-GB" xml:lang="EN-GB" data-contrast="auto"><span class="NormalTextRun SCXW241840983 BCX8">Harvey Nash </span><span class="NormalTextRun ContextualSpellingAndGrammarErrorV2Themed SCXW241840983 BCX8">are</span><span class="NormalTextRun SCXW241840983 BCX8"> delighted to </span><span class="NormalTextRun SCXW241840983 BCX8">have </span><span class="NormalTextRun SCXW241840983 BCX8">w</span><span class="NormalTextRun SCXW241840983 BCX8">o</span><span class="NormalTextRun SCXW241840983 BCX8">n the &lsquo;Inclusive Recruiter of the Year&rsquo; Award, for a second consecutive year.</span> <span class="NormalTextRun SCXW241840983 BCX8">Commenting on their decision, the judges said that we &ldquo;have thought of, and have covered, most every part of D&amp;I and it looks to be cemented into the core of the business.&rdquo;</span></span><span class="EOP SCXW241840983 BCX8" data-ccp-props="{}">&nbsp;</span></p>
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<p class="Paragraph SCXW241840983 BCX8" lang="EN-GB" xml:lang="EN-GB"><em><span class="TextRun SCXW241840983 BCX8" lang="EN-GB" xml:lang="EN-GB" data-contrast="auto"><span class="NormalTextRun SCXW241840983 BCX8">&ldquo;</span><span class="NormalTextRun SCXW241840983 BCX8">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 </span><span class="NormalTextRun SpellingErrorV2Themed SCXW241840983 BCX8">SWiT</span><span class="NormalTextRun SCXW241840983 BCX8"> for hosting us</span> <span class="NormalTextRun SCXW241840983 BCX8">and continuing to drive diversity forward in the sector. We cannot wait </span><span class="NormalTextRun SCXW241840983 BCX8">to </span><span class="NormalTextRun CommentStart SCXW241840983 BCX8">see </span><span class="NormalTextRun SCXW241840983 BCX8">what next year will bring!</span><span class="NormalTextRun SCXW241840983 BCX8">&rdquo;</span></span></em><span class="TextRun SCXW241840983 BCX8" lang="EN-GB" xml:lang="EN-GB" data-contrast="auto"><span class="NormalTextRun SCXW241840983 BCX8"> - </span><span class="NormalTextRun SCXW241840983 BCX8">Melina Harmon</span><span class="NormalTextRun SCXW241840983 BCX8">, Harvey Nash</span><span class="NormalTextRun SCXW241840983 BCX8"> Edinburgh</span></span><span class="EOP SCXW241840983 BCX8" data-ccp-props="{}">&nbsp;</span></p>
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<p class="Paragraph SCXW241840983 BCX8" lang="EN-GB" xml:lang="EN-GB"><span class="TextRun SCXW241840983 BCX8" lang="EN-GB" xml:lang="EN-GB" data-contrast="auto"><span class="NormalTextRun SCXW241840983 BCX8">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&rsquo;s progressive and inclusive practices looking beyond ethnicity, gender, sexuality, disability, educational </span><span class="NormalTextRun SCXW241840983 BCX8">attainment</span><span class="NormalTextRun SCXW241840983 BCX8"> and background to recruit based on skills and talent. Harvey Nash </span><span class="NormalTextRun ContextualSpellingAndGrammarErrorV2Themed SCXW241840983 BCX8">are</span> <span class="NormalTextRun CommentStart SCXW241840983 BCX8">honoured </span><span class="NormalTextRun SCXW241840983 BCX8">to have won this award as </span><span class="NormalTextRun SCXW241840983 BCX8">it&rsquo;s</span><span class="NormalTextRun SCXW241840983 BCX8"> an integral part of our organisation.</span></span><span class="EOP SCXW241840983 BCX8" data-ccp-props="{}">&nbsp;</span></p>
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<p class="Paragraph SCXW241840983 BCX8" lang="EN-GB" xml:lang="EN-GB"><span class="TextRun SCXW241840983 BCX8" lang="EN-GB" xml:lang="EN-GB" data-contrast="auto"><span class="NormalTextRun SCXW241840983 BCX8">We were also delighted to sponsor the '</span><span class="NormalTextRun SCXW241840983 BCX8">Mentor</span><span class="NormalTextRun SCXW241840983 BCX8"> of the Year'</span><span class="NormalTextRun SCXW241840983 BCX8"> Award which our Scotland Director, </span></span><a class="Hyperlink SCXW241840983 BCX8" href="https://www.linkedin.com/in/cameron-macgrain-b870531a/" target="_blank" rel="noreferrer noopener"><span class="NormalTextRun SCXW241840983 BCX8" data-ccp-charstyle="Hyperlink">Cameron MacGrain</span></a><span class="NormalTextRun SCXW241840983 BCX8"> presented. Congratulations to&nbsp;</span><a class="Hyperlink SCXW241840983 BCX8" href="https://www.linkedin.com/in/omowumi-akintokun/" target="_blank" rel="noreferrer noopener"><span class="NormalTextRun SCXW241840983 BCX8" data-ccp-charstyle="Hyperlink">Omowumi Akintokun</span></a><span class="TextRun SCXW241840983 BCX8" lang="EN-GB" xml:lang="EN-GB" data-contrast="auto"><span class="NormalTextRun SCXW241840983 BCX8">&nbsp;for winning this award</span><span class="NormalTextRun SCXW241840983 BCX8"> and </span></span><a class="Hyperlink SCXW241840983 BCX8" href="https://www.linkedin.com/in/ruth-mcdonald-scot/" target="_blank" rel="noreferrer noopener"><span class="NormalTextRun SCXW241840983 BCX8" data-ccp-charstyle="Hyperlink">Ruth McDonald</span></a><span class="TextRun SCXW241840983 BCX8" lang="EN-GB" xml:lang="EN-GB" data-contrast="auto"><span class="NormalTextRun SCXW241840983 BCX8">, who was </span><span class="NormalTextRun SCXW241840983 BCX8">highly recognised</span><span class="NormalTextRun SCXW241840983 BCX8"> for this award</span><span class="NormalTextRun SCXW241840983 BCX8">.</span></span><span class="EOP SCXW241840983 BCX8" data-ccp-props="{}">&nbsp;</span></p>
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<p class="Paragraph SCXW241840983 BCX8" lang="EN-GB" xml:lang="EN-GB"><em><span class="TextRun SCXW241840983 BCX8" lang="EN-GB" xml:lang="EN-GB" data-contrast="auto"><span class="NormalTextRun SCXW241840983 BCX8">&ldquo;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 </span><span class="NormalTextRun SCXW241840983 BCX8">establishing</span><span class="NormalTextRun SCXW241840983 BCX8"> 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.</span></span><span class="NormalTextRun SCXW241840983 BCX8">&rdquo;</span><span class="EOP SCXW241840983 BCX8" data-ccp-props="{}">&nbsp;</span></em></p>
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<p class="Paragraph SCXW241840983 BCX8" lang="EN-GB" xml:lang="EN-GB"><span class="TextRun SCXW241840983 BCX8" lang="EN-GB" xml:lang="EN-GB" data-contrast="auto"><span class="NormalTextRun SCXW241840983 BCX8">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. </span><span class="NormalTextRun SCXW241840983 BCX8">We&rsquo;d</span><span class="NormalTextRun SCXW241840983 BCX8"> also like to extend our congratulations to our fellow award winners and all the finalists.</span></span><span class="EOP SCXW241840983 BCX8" data-ccp-props="{}">&nbsp;</span></p>
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<h1 class="Paragraph SCXW241840983 BCX8" lang="EN-GB" role="heading" xml:lang="EN-GB" aria-level="1"><span class="NormalTextRun SCXW241840983 BCX8" data-ccp-parastyle="heading 1">About Harvey Nash </span><span class="EOP SCXW241840983 BCX8" data-ccp-props="{&quot;134245418&quot;:true,&quot;134245529&quot;:true,&quot;335559738&quot;:360,&quot;335559739&quot;:80}">&nbsp;</span></h1>
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Harvey Nash win 'Inclusive Recruiter of the Year' 2024 Award

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<p class="xmsonormal"><em>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 <a title="" href="https://www.computerweekly.com/opinion/Becoming-a-CIO-Eight-tech-roles-to-take-you-to-the-top" aria-label="">computerweekly.com</a></em></p>
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<h1>Skills &ndash; it&rsquo;s all about the business</h1>
<p class="xmsonormal">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 &ndash; some, for example, don&rsquo;t actually sit on the Exco or board.&nbsp;</p>
<p class="xmsonormal">Our latest Nash Squared&nbsp;<a title="" href="https://www.harveynash.co.uk/digital-leadership-report" aria-label="">Digital Leadership Report</a>&nbsp;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&rsquo;s the leap to influencing strategy that is where the real transition to executive seniority is made.</p>
<p class="xmsonormal">When it comes to the key attributes of a CIO, it&rsquo;s really all about qualities and attributes that help the individual contribute to strategic business value through technology:</p>
<ol>
<li><strong>Strategic Vision:</strong> 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.</li>
<li><strong>Leadership and Management:</strong>Experience in leading large teams and managing complex projects. For this, strong communication skills are a must.</li>
<li><strong>Technical Expertise:</strong> A solid foundation in IT, including infrastructure, cybersecurity, and emerging technologies.</li>
<li><strong>Business Acumen:</strong> Understanding of business processes, finance, and how technology impacts the bottom line.</li>
<li><strong>Change Management:</strong>&nbsp;Experience in leading organisational change, particularly in the context of digital transformation.</li>
</ol>
<h1>Eight roles to take you to the top</h1>
<p class="xmsonormal">For anyone with their sights on becoming a future CIO, there are a number of senior IT leadership roles that naturally improve an individual&rsquo;s chances as and when the opportunity arises.</p>
<p class="xmsonormal">Here are four &lsquo;clear and obvious&rsquo; IT leadership positions that may provide a route to the technology summit:</p>
<h2><strong>1. Chief Technology Officer (CTO)</strong></h2>
<p class="xmsonormal"><strong>Overview</strong>: CTOs focus on the technological strategy and innovation within a company. They lead efforts in technology adoption, product development, and R&amp;D.</p>
<p class="xmsonormal"><strong>Relevance</strong>: 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.</p>
<p class="xmsonormal"><strong>To make the jump to CIO</strong>: A CTO will be a prime candidate for CIO and it will be a logical, even lateral step in some cases.</p>
<h2><strong>2. IT Director/Head of IT</strong></h2>
<p class="xmsonormal"><strong>Overview</strong>: IT Managers or Directors oversee the day-to-day operations of the IT department, including infrastructure management, software development, and IT support services.</p>
<p class="xmsonormal"><strong>Relevance</strong>: 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.</p>
<p class="xmsonormal"><strong>To make the jump CIO</strong>: 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.</p>
<h2><strong>3. Chief Data Officer (CDO)</strong></h2>
<p class="xmsonormal"><strong>Overview</strong>: CDOs manage data governance, data management, and analytics initiatives.</p>
<p class="xmsonormal"><strong>Relevance</strong>: In data-driven organisations, managing and leveraging data effectively is key, making the CDO role a strong precursor to the CIO position.</p>
<p class="xmsonormal"><strong>To make the jump to CIO</strong>: 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 &ndash; and potentially take the top role.</p>
<h2><strong>4. Head of IT Security/CISO (Chief Information Security Officer)</strong></h2>
<p class="xmsonormal"><strong>Overview</strong>: The CISO is responsible for the security of the organization's information systems and data.</p>
<p class="xmsonormal"><strong>Relevance</strong>: With the increasing importance of cybersecurity, experience in this area is becoming more valuable for aspiring CIOs.</p>
<p class="xmsonormal"><strong>To make the jump to CIO</strong>: It&rsquo;s unlikely for a CISO to become CIO as their next role &ndash; 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.</p>
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<h1>Other high-potential roles</h1>
<p class="xmsonormal">There are other positions too that are a little less senior and may come earlier in an individual&rsquo;s career, which in my experience can be high-potential development roles towards the top.</p>
<h2><strong>5. Director of Digital Transformation/Innovation</strong></h2>
<p class="xmsonormal"><strong>Overview</strong>: 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.</p>
<p class="xmsonormal"><strong>Relevance</strong>: Leading digital transformation efforts helps build the strategic vision needed for a CIO role.</p>
<p class="xmsonormal"><strong>To make the jump to CIO</strong>: 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.</p>
<h2><strong>6. IT Program/Project Manager</strong></h2>
<p class="xmsonormal"><strong>Overview</strong>: These professionals manage large-scale IT projects, ensuring they are delivered on time, within budget, and meet business requirements.</p>
<p class="xmsonormal"><strong>Relevance</strong>: Project management experience is valuable for a CIO, who needs to oversee multiple large initiatives and ensure alignment with business goals.</p>
<p class="xmsonormal"><strong>To make the jump to CIO</strong>: 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.</p>
<h2><strong>7. Enterprise Architect</strong></h2>
<p class="xmsonormal"><strong>Overview</strong>: Enterprise Architects design and implement the IT infrastructure and systems that support the organisation's business strategy.</p>
<p class="xmsonormal"><strong>Relevance</strong>: This role requires strategic thinking and a comprehensive understanding of both business and technology, key skills for a CIO.</p>
<p class="xmsonormal"><strong>To make the jump to CIO</strong>: 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.</p>
<h2><strong>8. Office of the CIO</strong></h2>
<p class="xmsonormal"><strong>Overview</strong>: Office of the CIO acts as a liaison between the IT department and other business units, ensuring that IT services align with business needs.</p>
<p class="xmsonormal"><strong>Relevance</strong>: This role builds the ability to bridge the gap between technology and business, a crucial skill for a CIO.</p>
<p class="xmsonormal"><strong>To make the jump to CIO</strong>: 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.</p>
<h1>A more open field</h1>
<p>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&rsquo;t have a university degree, entering in other ways including through apprenticeships and self-learning.&nbsp;</p>
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<p class="xmsonormal">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.</p>
<p class="xmsonormal">So, if you aspire to become a CIO, take heart that there are multiple different routes through which this could happen. Yes, you&rsquo;ll need to work hard and build a track record of success &ndash; and it may also be worth thinking about additional qualifications like an MBA or relevant certifications (e.g. ITIL, PMP, CISM) &ndash; but the ways in which you could fulfil your dream are growing in number as the modern business and IT landscape continues to evolve.</p>
<h1>About the author: Helen Fleming</h1>
<p class="xmsonormal">With nearly two decades of experience within recruitment and technology,&nbsp;<a title="" href="https://www.harveynash.co.uk/profile/helen-fleming" aria-label="">Helen&nbsp;</a>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.</p>
<div class="edit">To find out more about Helen, view her profile&nbsp;<a title="" href="https://www.harveynash.co.uk/profile/helen-fleming" aria-label="">here</a>. Or if you would like to get in touch about technology roles and hiring, please&nbsp;<a class="Hyperlink SCXW69255542 BCX0" title="" href="https://www.harveynash.co.uk/contact-us" target="_blank" rel="noreferrer noopener" aria-label="">get in touch here.</a></div>
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Becoming a CIO: Eight tech roles to take you to the top

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<p><strong>London, October 24 2024</strong> - 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.</p>
<p>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.</p>
<p>Bev White joined Nash Squared in February 2020 and has seen the business through the covid pandemic and economic downturn. &nbsp;In the last 12 months in particular, Bev has led the organisation&rsquo;s work with the UK government to promote the&nbsp;<a href="https://employers.tlevels.gov.uk/hc/en-gb/sections/4403442850706-Digital-and-IT#digital-support">Digital Support Services T Level</a>&nbsp;as well as driving the use of artificial intelligence, with investments that will benefit the business both now and in the future.</p>
<p>Bev White said of her inclusion in the Staffing 100 Europe list:</p>
<p><em>"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&rsquo;s something that we take very seriously."</em></p>
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<div class="edit">Find out more about SIA&rsquo;s Staffing 100 Europe list:&nbsp;<a title="" href="https://www.staffingindustry.com/lists/staffing-100-europe/2024-staffing-100-europe" aria-label="">https://www.staffingindustry.com/lists/staffing-100-europe/2024-staffing-100-europe</a></div>
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Bev White, Nash Squared CEO, recognised in Staffing 100 Europe List

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<h2>What should the new government prioritise?</h2>
<p><em>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 </em><a href="https://www.computing.co.uk/opinion/4353606/tech-education-talent-government-prioritise"><em>computing.com</em></a><em>.</em></p>
<p>It is easy to say the tech sector is important for the UK economy &ndash; it&rsquo;s a statement few people would disagree with.</p>
<p>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.</p>
<p>Skills shortages have long been a feature of the technology industry, both in the UK and globally. Our Nash Squared&nbsp;<a title="" href="https://www.harveynash.co.uk/digital-leadership-report" aria-label="">Digital Leadership Report</a>, 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.</p>
<p>Digital skills aren&rsquo;t only needed for specialist technology roles in the IT sector - they permeate almost every level of employment. When&nbsp;<a title="" href="https://www.gov.uk/government/news/new-digital-strategy-to-make-uk-a-global-tech-superpower" aria-label="">unveiling its digital strategy in 2022</a>, 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 &pound;63 billion in lost GDP.</p>
<h1>Building on success including AI</h1>
<p>So where should this new UK government focus its efforts? Firstly, it&rsquo;s crucial that technology doesn&rsquo;t become an area for &lsquo;party politics&rsquo; 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.</p>
<p>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.</p>
<p>Indeed, the UK has already become a strong hub for AI - home to a third of Europe&rsquo;s AI start-ups, twice as many as any other European country&nbsp;<a href="https://www.great.gov.uk/campaign-site/uk-na-innovation/sectors/artificial-intelligence/">according to the Department for Business and Trade (DBT)</a>. The UK now has a staggering 1,300 AI companies with a collective turnover of almost &pound;1.47 billion.</p>
<p>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.</p>
<h1>Education and diversity of talent</h1>
<p>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.</p>
<p>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&nbsp;<a title="" href="https://www.harveynash.co.uk/digital-leadership-report" aria-label="">Digital Leadership Report</a>. 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.</p>
<p>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!</p>
<h1>GCSEs and T Levels</h1>
<p>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.&nbsp;<a href="https://www.kcl.ac.uk/news/stark-decline-in-girls-studying-computing-could-harm-the-uks-ambition-to-be-a-tech-superpower">A study by King&rsquo;s College, London</a>&nbsp;found that whereas 43% of those taking the ICT GCSE in 2015 were girls, there had been a &ldquo;stark decline&rdquo; to just 21% taking Computer Science in 2023 - with King&rsquo;s concluding that this was because the syllabus had become narrower and more technical in scope.</p>
<p>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&rsquo;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.</p>
<p>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.</p>
<p>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.</p>
<p>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.</p>
<h1>Apprenticeships, training and upskilling</h1>
<p>Diverse routes into technology are another key aspect, widening other pathways alongside the traditional university route.&nbsp;</p>
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<p><br>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.</p>
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<p>I therefore welcome the new government&rsquo;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.</p>
<p>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.</p>
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Tech education and talent policy

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<p><em>Our CEO, Bev White, talks to Olympic silver medallist diver Leon Taylor about the parallels in sport and business. This article first appeared on&nbsp;</em><a href="https://www.computerweekly.com/opinion/Learning-from-the-Olympians-what-business-leaders-can-take-from-elite-sport"><em>ComputerWeekly.com</em></a><em>.</em></p>
<p>Right now, over 10,000 athletes are taking part in the world&rsquo;s greatest sporting event. Whether running, swimming, jumping, or &ndash; and heaven knows how they do this &ndash; backflipping, the Olympics represents the absolute pinnacle of human physical achievement.</p>
<p>Parallels are often drawn between elite sport and the world of business. There is no doubt there are differences &ndash; for instance, if every person in my own company, Nash Squared, were a budding 100m sprinter with dreams of gold, we&rsquo;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!</p>
<p>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.</p>
<p>The Olympic motto - &ldquo;Faster, Higher, Stronger - Together&rdquo; - could apply equally to the business environment as to the sporting arena.</p>
<p>&nbsp;</p>
<h1>Three learnings to lead a high-performance team</h1>
<p>It&rsquo;s something I&rsquo;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 &ldquo;voice of diving&rdquo; 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:</p>
<p><strong>1. &ldquo;Love, not fear&rdquo; in a culture of continuous improvement and coaching.</strong>&nbsp;One of the biggest parallels between business and sport is that if you don&rsquo;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 &ldquo;precise interventions&rdquo; that add up to make a decisive difference.</p>
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<p>Hand in hand with this, you can&rsquo;t have continuous improvement without someone offering feedback, insight and advice, whether that&rsquo;s a line manager, mentor or coach. Here, Leon made an interesting point.&nbsp;What sport does really well is give feedback on the performance - not the person. It&rsquo;s essential that feedback is not taken personally, as a criticism or affront.</p>
<p>&ldquo;In sport, performance feedback nudges more to love than fear,&rdquo; Leon said. &ldquo;It&rsquo;s not personal, it&rsquo;s designed to help the individual unlock their potential and do better. You&rsquo;ve got to avoid that fear factor or sense of failure.&rdquo; 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 &ldquo;Why, what have I done wrong?&rdquo; Instead, we should embrace the mentoring culture and use it to point up opportunity, not threat. Harnessed well, it can truly be transformational.</p>
<p><strong>2. Success starts in the mind.</strong>&nbsp;You can&rsquo;t perform well in anything, physical or intellectual, if your mental balance isn&rsquo;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?</p>
<p>As Leon said: &ldquo;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&rsquo;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.&rdquo;</p>
<p><strong>3. Highest performance comes when team and individual are in balance.</strong>&nbsp;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: &ldquo;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.&rdquo;</p>
<p>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.</p>
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<h1>Three personal tips for leaders</h1>
<p>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:</p>
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<li class="OutlineElement Ltr SCXW162545446 BCX0" role="listitem" data-leveltext="" data-font="Symbol" data-listid="29" data-list-defn-props="{&quot;335552541&quot;:1,&quot;335559683&quot;:0,&quot;335559684&quot;:-2,&quot;335559685&quot;:720,&quot;335559991&quot;:360,&quot;469769226&quot;:&quot;Symbol&quot;,&quot;469769242&quot;:[8226],&quot;469777803&quot;:&quot;left&quot;,&quot;469777804&quot;:&quot;&quot;,&quot;469777815&quot;:&quot;hybridMultilevel&quot;}" aria-setsize="-1" data-aria-posinset="1" data-aria-level="1">It&rsquo;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.</li>
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<li class="OutlineElement Ltr SCXW162545446 BCX0" role="listitem" data-leveltext="" data-font="Symbol" data-listid="29" data-list-defn-props="{&quot;335552541&quot;:1,&quot;335559683&quot;:0,&quot;335559684&quot;:-2,&quot;335559685&quot;:720,&quot;335559991&quot;:360,&quot;469769226&quot;:&quot;Symbol&quot;,&quot;469769242&quot;:[8226],&quot;469777803&quot;:&quot;left&quot;,&quot;469777804&quot;:&quot;&quot;,&quot;469777815&quot;:&quot;hybridMultilevel&quot;}" aria-setsize="-1" data-aria-posinset="1" data-aria-level="1">Your words are important - your behaviours even more so. Think about your actions and what example you&rsquo;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?</li>
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<li class="OutlineElement Ltr SCXW162545446 BCX0" role="listitem" data-leveltext="" data-font="Symbol" data-listid="29" data-list-defn-props="{&quot;335552541&quot;:1,&quot;335559683&quot;:0,&quot;335559684&quot;:-2,&quot;335559685&quot;:720,&quot;335559991&quot;:360,&quot;469769226&quot;:&quot;Symbol&quot;,&quot;469769242&quot;:[8226],&quot;469777803&quot;:&quot;left&quot;,&quot;469777804&quot;:&quot;&quot;,&quot;469777815&quot;:&quot;hybridMultilevel&quot;}" aria-setsize="-1" data-aria-posinset="1" data-aria-level="1">Give people the tools they need to fly. Or dive, run, jump, throw&hellip; As a leader, one of the most important roles you have is to make sure people are equipped to do the job they&rsquo;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.</li>
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<p>&nbsp;</p>
<p>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&rsquo;t all be Olympians, but we can all aspire to perform at a higher level than we&rsquo;ve ever reached before.</p>
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Lessons from Olympians for Today’s Business Leaders

<p><em>Bev White, Nash Squared CEO, looks at the impact of budget constraints on diversity in the tech sector. This article first appeared on&nbsp;</em><a href="https://www.computerweekly.com/opinion/Is-diversity-even-more-under-threat-in-tech"><em>ComputerWeekly.com</em></a><em>.</em></p>
<p>Poor levels of diversity have long been an issue in the technology sector, especially around gender &ndash; 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.</p>
<p>In recent times, both Google and Meta have&nbsp;<a href="https://www.cnbc.com/2023/12/22/google-meta-other-tech-giants-cut-dei-programs-in-2023.html">reportedly downsized programmes</a>&nbsp;that fell under DEI, while budgets and investment for many different diversity initiatives in tech and STEM&nbsp;<a href="https://www.bbc.co.uk/news/articles/c7858w2yj75o?fbclid=IwY2xjawFfXvVleHRuA2FlbQIxMQABHRJphso93gXq01Pk9ZjV2pIzxOOTjDUMxAn6Um45meRcHHWCKb6LUIFitg_aem_giYQ9J751Bw4SQxKpXu9pQ">have come under threat</a>. That may partly have been in alignment with a general lowering of budgets to meet market conditions &ndash; but DEI is not an optional extra; I would urge businesses to protect them.</p>
<p>It was also a setback to the DEI agenda when the UK&rsquo;s&nbsp;<a href="https://www.techtalentcharter.co.uk/">Tech Talent Charter</a>&nbsp;(TTC) initiative, that was dedicated to helping raise levels of diversity across tech, closed in June. The TTC cited &ldquo;shifting priorities and operational pressures threatening the progress of DEI initiatives across the industry.&rdquo; It was a sad &ndash; even shocking &ndash; moment that has been much-discussed in the industry.</p>
<p>&nbsp;</p>
<h1>View from the talent base</h1>
<p>But amidst all these shifts, what are the views on DEI from the talent base itself? Findings from our 2024&nbsp;<a href="https://www.harveynash.co.uk/2024-global-tech-talent-and-salary-report">Harvey Nash Global Tech Talent &amp; Salary Report</a>, launched today and based on input from 2,700 professionals across 44 countries, provides some timely, up-close insights.</p>
<p>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.</p>
<p>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 &lsquo;strongest&rsquo; category &ndash; 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%).</p>
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<p>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 &ndash; just clear focus and committed action.</p>
<p>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 &ndash; now is the time for action. We can&rsquo;t afford to let things slide further.</p>
<p>&nbsp;</p>
<h1>DEI: a very human question</h1>
<p>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?</p>
<p>The first question relates to diversity, while the second is more a matter of inclusion. It&rsquo;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 &ndash; but at what cost, if pushed too far and too hard?</p>
<p>&nbsp;</p>
<h1>The burning platform of AI</h1>
<p>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&rsquo;s essential that there is diversity amongst the developers working on AI because when you&rsquo;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.</p>
<p>Part of the solution to the &lsquo;safe&rsquo; development of AI is governance and regulation; but without doubt, another part of it is to have diverse teams working on its creation.</p>
<p>&nbsp;</p>
<h1>Reinstalling DEI as a key strategic priority</h1>
<p>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.</p>
<p>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 &ndash; and so much to gain if we succeed in building and maintaining diverse and balanced teams.</p>
<p>&nbsp;</p>
<h1>About the author</h1>
<p><a title="" href="https://www.linkedin.com/in/bevwhite/" target="_blank" rel="noopener" aria-label="">Bev White</a> 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.&nbsp;</p>

Is diversity (even more) under threat in tech?

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<p><em>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&nbsp;</em><a href="https://www.computerweekly.com/opinion/Time-to-step-up-in-supporting-neurodiverse-talent-at-work"><em>computerweekly.com</em></a><em>.</em></p>
<p>Do we all read and understand this sentence (or is it a question) in the same way?</p>
<p>The evidence suggests that we don&rsquo;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.</p>
<p>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.</p>
<p>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&rsquo;t had their condition formally diagnosed and/or don&rsquo;t wish to declare it.&nbsp;</p>
<p>To further illustrate this point, in the tech sector&nbsp;<a href="https://report.techtalentcharter.co.uk/diversity-in-tech#neurodiversity-in-tech">a study by Tech Talent Charter</a>&nbsp;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.</p>
<h1>A blocker to employment and careers</h1>
<p>What is very clear is that neurodivergence creates a barrier to work. The government-commissioned&nbsp;<a href="https://www.gov.uk/government/publications/the-buckland-review-of-autism-employment-report-and-recommendations/the-buckland-review-of-autism-employment-report-and-recommendations">Buckland Review of Autism Employment</a>, 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.</p>
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<p>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.</p>
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<p>These vary of course from individual to individual, but analytical abilities, pattern recognition and problem solving are common attributes.</p>
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One of the key challenges is to change perspectives on neurodiversity - employing neurodivergent people is not a &lsquo;charitable&rsquo; act, it&rsquo;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&nbsp;<a href="https://www.bbc.com/worklife/article/20240320-ey-karyn-twaronite-neurodiversity-bbc-executive-interview">23 Neurodiverse Centres of Excellence around the world</a>. These have a 92% retention rate, with EY seeing an estimated $1bn+ of value creation from its neurodivergent talent.
<p>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.</p>
<h1>Deepening our understanding</h1>
<p>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.</p>
<p>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).</p>
<p>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 &lsquo;tick the box&rsquo; and move on - but we want to do the subject justice and produce guidance that can really make a difference.</p>
<p>We are in the process of creating a detailed guide to neurodivergence which has included interviews with academics, researchers and policy experts.&nbsp;</p>
<p>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.</p>
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<h1>Holistic approaches and the importance of micro-changes</h1>
<p>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.</p>
<p>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.</p>
<p>Little things, that frequently may just not have occurred to employers, can significantly improve the lived experience of the neurodivergent community.&nbsp;</p>
<p>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.</p>
<h1>Practical changes in action</h1>
<p>What sort of thing do we have in mind? Here are some quick examples across key employment stages:</p>
<p><strong>Job advertisements</strong>&nbsp;- Consider the language you use. If you talk about &lsquo;essential&rsquo; skills or experience, do you really mean it? Many neurodivergent individuals may take that literally - and won&rsquo;t apply if they don&rsquo;t have every single skill/experience listed.</p>
<p><strong>Application process&nbsp;</strong>- 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&rsquo;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.</p>
<p><strong>Interviews&nbsp;</strong>- 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&rsquo;t judge candidates on any &lsquo;small talk&rsquo; at the beginning or end of the interview if that&rsquo;s not a skill required for the job.</p>
<p>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&rsquo;s answers, not how slick their responses are.</p>
<p><strong>Workplace&nbsp;</strong>- 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?</p>
<p>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.&nbsp;</p>
<p>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.</p>
<h1>Stepping up</h1>
<p>Neurodivergence is a big field and there is still a lot we don&rsquo;t fully understand. But without doubt, the time has come for employers to step up and do more. It&rsquo;s a community that has a whole array of skills to offer and a huge contribution to make - it&rsquo;s in everyone&rsquo;s interests to find solutions that untap the potential and create a richer community of work.</p>
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Time to step up in supporting neurodiverse talent at work

<p>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.</p>
<p>&nbsp;</p>
<h1>What is Cybersecurity?</h1>
<p>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.</p>
<p>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.</p>
<p>Therefore, staying informed and proactive in our cybersecurity measures is essential to protect our devices, information, and privacy.</p>
<p>&nbsp;</p>
<h1>Types of cyberattacks</h1>
<p>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.</p>
<p>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.&nbsp;</p>
<p>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:&nbsp;</p>
<ol>
<li><strong>Malware (malicious software).</strong> 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.</li>
<li><strong>Phising.</strong> 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.</li>
<li><strong>Ransomware.</strong> This is a type of malware which will block access to the victim's personal data, unless a ransom is paid to the attackers.</li>
</ol>
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<p>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.</p>
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<p class="Paragraph SCXW109313340 BCX0">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&rsquo;re facing, have got to do with AI.&nbsp;&nbsp;</p>
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<p class="Paragraph SCXW109313340 BCX0">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&nbsp;<a title="" href="https://www.techtarget.com/searchsecurity/tip/Remote-work-cybersecurity-12-risks-and-how-to-prevent-them" aria-label="">top 10 remote Cybersecurity risks and how organisations can better prevent them.</a> In the article, they explain how employees working off unsecured networks can cause major headaches for the Cyber and IT teams within an organisation.&nbsp;&nbsp;</p>
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<p class="Paragraph SCXW109313340 BCX0">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.&nbsp;&nbsp;</p>
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<h1>Why is Cybersecurity important to organisations?&nbsp;</h1>
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<p class="Paragraph SCXW109313340 BCX0">Prioritising cybersecurity in any organisation is vital, because it protects your business from potential technological threats. It provides a safety net for companies&rsquo; 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.&nbsp;&nbsp;</p>
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<p class="Paragraph SCXW109313340 BCX0">Running a business without taking the necessary precautions to ensure your safety and security online would be the same as skydiving without a parachute.&nbsp;&nbsp;</p>
<p class="Paragraph SCXW109313340 BCX0"><img src="https://cdn.sourceflow.co.uk/odebxhbewa5zuvrhythl2s6v3qd4" alt="&quot;A visual representation of the statistic which states the average impact of a data breach on organisations with fewer than 500 employees is $3.31 million; and the average cost per breached record is $164&quot;" width="395" height="220"></p>
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<p>Besides keeping the business&rsquo; information safe, cybersecurity also plays a big role in protecting an organisation financially. Provided by Business.com in their &lsquo;SMB Budget for Cybersecurity&rsquo; article, according to&nbsp;<a class="Hyperlink SCXW142316991 BCX0" href="https://www.ibm.com/reports/data-breach" target="_blank" rel="noreferrer noopener">IBM&rsquo;s 2023 Cost of a Data Breach Report,</a> the average cost per breached record is up to $164.&nbsp;</p>
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<p class="Paragraph SCXW58395544 BCX0">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&rsquo;s with the protection of their personal data or their private finances.&nbsp;</p>
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<p class="Paragraph SCXW58395544 BCX0">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.&nbsp;&nbsp;</p>
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<h1>Is there a difference between Information and Cyber Security?&nbsp;</h1>
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<p class="Paragraph SCXW58395544 BCX0">Although the terms Information and Cyber Security are often used interchangeably, they represent distinct approaches to ensuring the confidentiality, integrity, and availability of data.&nbsp;</p>
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<p class="Paragraph SCXW58395544 BCX0">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.&nbsp;</p>
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<p class="Paragraph SCXW58395544 BCX0">Examples of cybersecurity include employing firewalls, using encryption, conducting vulnerability assessments, and monitoring network traffic.&nbsp;</p>
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<p class="Paragraph SCXW58395544 BCX0">In comparison, InfoSec (information security) encompasses a broader perspective, aiming to protect all forms of information&mdash;both digital and physical. It includes data stored on paper, in databases, or transmitted electronically.&nbsp;</p>
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<p class="Paragraph SCXW58395544 BCX0">Examples of information security include protecting sensitive files, securing physical records, and ensuring proper access controls.&nbsp;</p>
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<p class="Paragraph SCXW58395544 BCX0">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.</p>
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<h1>The rising demand for specialists in Cybersecurity&nbsp;</h1>
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<p class="Paragraph SCXW58395544 BCX0">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.&nbsp;&nbsp;</p>
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<p class="Paragraph SCXW58395544 BCX0">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.&nbsp;&nbsp;</p>
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<p class="Paragraph SCXW58395544 BCX0">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.&nbsp;</p>
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<p class="Paragraph SCXW58395544 BCX0">Whether you're new to the industry, or a seasoned&nbsp;veteran, navigating the cybersecurity space can be a very daunting feat. To help with this, I've written an article,&nbsp;<a title="" href="https://www.harveynash.co.uk/latest-news/2024-8/exploring-cybersecurity-careers" aria-label="">"Exploring Cybersecurity Careers: What to expect and how to navigate your career path"</a>&nbsp;which highlights the key job titles, salary expectations, career pathways and many more tips and tricks to navigate this industry.</p>
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<h1>Summary&nbsp;</h1>
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<p class="Paragraph SCXW58395544 BCX0">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.&nbsp;&nbsp;</p>
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<p class="Paragraph SCXW58395544 BCX0">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.&nbsp;&nbsp;</p>
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<p class="Paragraph SCXW58395544 BCX0">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.&nbsp;</p>
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<h1>About the Author: Holly Jennings&nbsp;</h1>
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<p class="Paragraph SCXW58395544 BCX0">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 &amp; Operation positions, ranging from senior to junior level roles.&nbsp;&nbsp;</p>
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<p class="Paragraph SCXW58395544 BCX0">To find out more about Holly, view her profile&nbsp;<a class="Hyperlink SCXW58395544 BCX0" href="https://www.harveynash.co.uk/profile/holly-jennings" target="_blank" rel="noreferrer noopener">here</a>. Or if you would like to get in touch about cybersecurity roles, please&nbsp;<a class="Hyperlink SCXW58395544 BCX0" href="https://www.harveynash.co.uk/contact-us" target="_blank" rel="noreferrer noopener">get in touch</a>.&nbsp;</p>
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Cybersecurity 101: What it is and why it matters

Cybersecurity Careers: What to expect and how to navigate your career

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<p class="Paragraph SCXW86703103 BCX0">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.&nbsp;</p>
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<p class="Paragraph SCXW86703103 BCX0">We were delighted to host a Special Interest Group of CTrOs in our&nbsp;<a class="Hyperlink SCXW86703103 BCX0" title="" href="https://www.harveynash.co.uk/contact-us" target="_blank" rel="noreferrer noopener" aria-label="">London HQ offices.</a>&nbsp;The group was founded&nbsp;<a class="Hyperlink SCXW86703103 BCX0" title="" href="https://www.linkedin.com/in/lissamuncer/" target="_blank" rel="noreferrer noopener" aria-label="">Lissa Muncer</a>, who continues to champion this emerging C-suite role.&nbsp;&nbsp;</p>
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<p class="Paragraph SCXW86703103 BCX0">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.&nbsp;</p>
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<p class="Paragraph SCXW86703103 BCX0">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.&nbsp;&nbsp;&nbsp;</p>
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<h1>The role of the CTrO&nbsp;</h1>
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<p class="Paragraph SCXW86703103 BCX0">The Chief Transformation Officer&rsquo;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.&nbsp;&nbsp;</p>
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<p class="Paragraph SCXW86703103 BCX0">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.&nbsp;</p>
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<h2>Aligning with the CEO&nbsp;</h2>
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<p class="Paragraph SCXW86703103 BCX0">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.&nbsp;</p>
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<p class="Paragraph SCXW86703103 BCX0">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.&nbsp;</p>
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<p class="Paragraph SCXW86703103 BCX0">Considering the role of Transformation Officers, it&rsquo;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.&nbsp;&nbsp;</p>
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<div class="edit"><br>The group also used a recent article published by IBM, titled&nbsp;<a class="Hyperlink SCXW218457110 BCX0" href="https://www.ibm.com/thought-leadership/institute-business-value/en-us/c-suite-study/ceo" target="_blank" rel="noreferrer noopener">&ldquo;6 hard truths CEOs must face&rdquo;</a>&nbsp;as a topic of discussion.&nbsp;</div>
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<p>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.</p>
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<h2>Investing in technology and people&nbsp;</h2>
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<p class="Paragraph SCXW23849463 BCX0">Each transformation journey is unique, tailored to the organisation&rsquo;s circumstances, and there is often a misconception that these journeys are solely centred around Technology.&nbsp;&nbsp;</p>
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<p class="Paragraph SCXW23849463 BCX0">However, organisational transformations are also largely about people and how, with Technology, CTrO&rsquo;s can synergise these components to forge a better future.&nbsp;&nbsp;</p>
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<h1>The roadmap to success&nbsp;</h1>
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<p class="Paragraph SCXW23849463 BCX0">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.&nbsp;&nbsp;</p>
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<p class="Paragraph SCXW23849463 BCX0">The focus may vary&mdash;from B2B industrial companies to organisations seeking digital transformation&mdash;each with its own set of challenges.&nbsp;</p>
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<p class="Paragraph SCXW23849463 BCX0">However, not all transformations are fortunate enough to have strong leadership or a detailed roadmap. It is here that the CTrO&rsquo;s role becomes crucial.&nbsp;</p>
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<p class="Paragraph SCXW23849463 BCX0">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&rsquo;s a process that allows companies to discard what was once considered core but is no longer relevant.&nbsp;</p>
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<h2>Strategy and vision&nbsp;</h2>
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<p class="Paragraph SCXW23849463 BCX0">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.&nbsp;&nbsp;</p>
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<p class="Paragraph SCXW23849463 BCX0">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.&nbsp;</p>
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<p class="Paragraph SCXW23849463 BCX0">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.&nbsp;</p>
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<h2>Measuring success and embracing disruption&nbsp;</h2>
<p>Measuring the success of a transformation goes beyond financial metrics; it also involves evaluating aspects like talent development and environmental impact.&nbsp;</p>
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<p>The CTrO must navigate the complexities of the ESG (Environmental, Social, and Governance) agenda while managing varying expectations within the organisation.</p>
<p>Interestingly, transformation becomes more straightforward in times of disruption.&nbsp;</p>
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<p class="Paragraph SCXW23849463 BCX0">When companies face dire circumstances, such as bankruptcy, the urgency to survive creates an environment that is ripe for transformation.&nbsp;&nbsp;</p>
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<p class="Paragraph SCXW23849463 BCX0">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.&nbsp;</p>
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<h1>Conclusion&nbsp;</h1>
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<p class="Paragraph SCXW23849463 BCX0">The CTrO&rsquo;s role is multifaceted, requiring a blend of strategic vision, execution prowess, and the ability to lead through periods of significant change.&nbsp;&nbsp;</p>
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<p class="Paragraph SCXW23849463 BCX0">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.&nbsp;</p>
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<p class="Paragraph SCXW23849463 BCX0">Incorporating these additional insights into the narrative of the CTrO&rsquo;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.&nbsp;</p>
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<p class="Paragraph SCXW23849463 BCX0">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:&nbsp;<a class="Hyperlink SCXW23849463 BCX0" href="https://www.harveynash.co.uk/profile/helen-fleming" target="_blank" rel="noreferrer noopener">Helen Fleming</a>,&nbsp;<a class="Hyperlink SCXW23849463 BCX0" href="https://www.harveynash.co.uk/profile/paul-yates" target="_blank" rel="noreferrer noopener">Paul Yates</a>&nbsp;and&nbsp;<a class="Hyperlink SCXW23849463 BCX0" href="https://www.harveynash.co.uk/profile/joe-foreman" target="_blank" rel="noreferrer noopener">Joe Foreman</a>.&nbsp;&nbsp;</p>
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The Pivotal Role of the Chief Transformation Officer

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<p><em>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&nbsp;</em><a href="https://www.thehrdirector.com/features/employee-engagement/hr-can-support-hybrid-working-reset/"><em>thehrdirector.com</em></a></p>
<p>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.</p>
<p>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&rsquo;s not delivering all that it could.</p>
<h1>A mixed picture</h1>
<p>We see evidence of this in our Nash Squared&nbsp;<a title="" href="https://www.harveynash.co.uk/digital-leadership-report" aria-label="">Digital Leadership Report</a>. Only a quarter of respondents in our 2023 research say that their model is working &lsquo;extremely well&rsquo;. In 57% of cases, it&rsquo;s a more underwhelming verdict of &lsquo;quite well&rsquo;. For nearly one in five, it&rsquo;s working quite or very poorly.</p>
<p>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.&nbsp;</p>
<p>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.&nbsp;</p>
<p>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 &lsquo;never&rsquo;), in our 2023 research that proportion shrinks to negligible levels.</p>
<h1>Hybrid working uncovering the disconnects</h1>
<p>Before I get onto solutions, it&rsquo;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.</p>
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<p>Companies may have had inefficient processes, sub-optimal task management structures and poor communication flows &ndash; but this was compensated for through those in-the-moment, often impromptu meetings and side-of-desk conversations in the workplace.&nbsp;Things were discussed in-flight and resolved almost by osmosis.&nbsp;</p>
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<p>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&rsquo;t physically co-located as much of the time and this creates disconnects and slows decision-making down.</p>
<h1>For example, does the following scenario sound familiar?</h1>
<p>I&rsquo;m working from home and need to speak to X &ndash; but I can see they&rsquo;re on a Teams call right now. I send them a WhatsApp &ndash; but they&rsquo;ve probably had ten others already this morning (plus emails and texts) and may not get back to me.&nbsp;</p>
<p>I&rsquo;ve got a series of Teams calls coming up myself. I&rsquo;ll leave it until next Monday when we&rsquo;ll both be in the office&hellip; as long as our schedules don&rsquo;t change (which indeed they might!).</p>
<h1>Re-examining the model</h1>
<p>How can this be addressed? Most of us need to adapt &ndash; 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.</p>
<p>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 &lsquo;pots of value&rsquo; 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.&nbsp;</p>
<p>Where are the key crossovers and handoffs, and which of these depend on in-person interactions to get the best results?</p>
<p>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.</p>
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<p>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 &ndash; resetting the perceived &lsquo;contract&rsquo; where necessary.</p>
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<h1>Everyone taking ownership</h1>
<p>However, this isn&rsquo;t solely an issue of organisational design and policy. It&rsquo;s an intrinsically human issue too &ndash; 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.</p>
<p>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 &ndash; so I should schedule accordingly.&nbsp;</p>
<p>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!).</p>
<h1>Unlocking the rewards</h1>
<p>Ultimately, we need to remember that businesses are attempting something that is still new, at a time we are still experiencing seismic macro changes &ndash; and getting new things right on an organisational level takes time. The easy way &ndash; the &lsquo;lazy&rsquo; way &ndash; may be to introduce a blanket mandate for four or five days in the office.&nbsp;</p>
<p>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&rsquo;s not even get into how this debate has become fixated on &lsquo;where&rsquo; &ndash; without even considering &lsquo;when&rsquo; or &lsquo;how&rsquo; works gets done&hellip;</p>
<p>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 &ndash; it&rsquo;s worth the pain to make it work.</p>
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Hybrid working demands a proper reset

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<p><em>Nash Squared CIO, Ankur Anand, looks at what different components you need for a good AI policy. This article first appeared on&nbsp;</em><a href="https://boardagenda.com/2024/06/20/what-makes-for-an-effective-ai-policy/?lp_txn_id=120260"><em>boardagenda.com</em></a><em>.</em></p>
<h1>Board ownership of an organisation&rsquo;s policy on using artificial intelligence is essential for effective governance of the technology</h1>
<p>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.</p>
<p>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.&nbsp;</p>
<p>People can&rsquo;t be left to use AI at work in whatever way they feel like without some clear guiding principles to follow &ndash; as well as, where necessary, red lines that should not be crossed.</p>
<h1>Part of the governance framework</h1>
<p>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.&nbsp;</p>
<p>A policy is not merely a &lsquo;nice-to-have&rsquo;&mdash;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.&nbsp;</p>
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<div class="edit">Six months ago, in our annual&nbsp;<a title="" href="https://www.harveynash.co.uk/digital-leadership-report" aria-label="">Digital Leadership Report</a> which surveys technology leaders around the world, only one in five organisations had an AI policy in place.</div>
<p>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.</p>
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<p>That is a striking increase in a short period of time&mdash;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.</p>
<h1>Elements of an effective AI policy</h1>
<p>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&mdash;such as transparency, accountability and fairness.</p>
<p>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.</p>
<p>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.</p>
<p>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.</p>
<p>More broadly, an AI policy can also help the organisation with its sustainability and ESG goals&mdash;for example, by evaluating the sustainability practices of AI vendors and by embracing use cases that align with the organisation&rsquo;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.</p>
<p>For all of these reasons, an AI policy is essential&mdash;and it needs to be clearly communicated and actively discussed across the business, rather than passively published in a quiet corner of the intranet.</p>
<p>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.</p>
<h1>Owned from the top</h1>
<p>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&mdash;but in my view they are more akin to the custodians of the policy.</p>
<p>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.</p>
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<p>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.</p>
<p>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.</p>
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<p>Whatever the governance structure at a specific organisation, non-executive directors can play an important role in the oversight of AI within the business&mdash;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.</p>
<p>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&mdash;an area where we may see market developments moving forward.</p>
<h1>Is your organisation up to speed?</h1>
<p>An AI policy doesn&rsquo;t solve all problems or guarantee success&mdash;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.</p>
<p>Many organisations have also retrofitted their policy after AI usage has already begun among staff&mdash;an inevitable reality given the easy availability of genAI platforms such as ChatGPT, Gemini and Copilot.</p>
<p>The policy should be regularly reviewed&mdash;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.</p>
<p>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.</p>
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What makes for an effective AI policy?

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<p class="Paragraph SCXW106362282 BCX0">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).&nbsp;Throughout this article we&rsquo;ll explore where these entities intersect, highlighting their differences and uncovering their shared objectives.&nbsp;</p>
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<h2>Understanding the PMO&nbsp;</h2>
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<p class="Paragraph SCXW106362282 BCX0">Traditionally, PMOs serve as the nerve centre for project governance, providing oversight, standardisation, and support across projects within an organisation.</p>
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<p class="Paragraph SCXW265442331 BCX0"><br>They streamline processes, enhance communication, and ensure alignment with strategic goals, fostering project success from inception to delivery.&nbsp;&nbsp;</p>
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<p class="Paragraph SCXW265442331 BCX0">PMOs are integral in maintaining operational excellence and ensuring that projects are executed efficiently and effectively.&nbsp;</p>
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<h2>Exploring the VMO&nbsp;</h2>
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<p class="Paragraph SCXW156917439 BCX0">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.&nbsp;&nbsp;</p>
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<p class="Paragraph SCXW156917439 BCX0">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.&nbsp;</p>
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<h2>Identifying Differences&nbsp;</h2>
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<p class="Paragraph SCXW156917439 BCX0">While PMOs concentrate on project execution and delivery, VMOs are vested in value creation and realisation.&nbsp;&nbsp;PMOs emphasise project management methodologies, governance frameworks, and operational excellence. In contrast, VMOs prioritise strategic alignment, benefits realisation, and portfolio optimisation.&nbsp;&nbsp;</p>
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<p class="Paragraph SCXW156917439 BCX0">The distinction lies in their core focus: PMOs on execution and VMOs on strategic value.&nbsp;</p>
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<h2>Recognising Similarities&nbsp;</h2>
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<p class="Paragraph SCXW156917439 BCX0">Despite their differences, PMOs and VMOs share common ground in their commitment to organisational success. Both entities advocate for transparency, accountability, and continuous improvement.&nbsp;&nbsp;</p>
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<p class="Paragraph SCXW156917439 BCX0">They harness data-driven insights to make informed decisions, mitigate risks, and seize opportunities, driving value at every stage of the project lifecycle.&nbsp;</p>
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<h2>Harnessing Synergy&nbsp;</h2>
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<p class="Paragraph SCXW156917439 BCX0">The convergence of PMO and VMO ideologies presents a compelling opportunity for organisations to enhance their project and portfolio management practices.&nbsp;&nbsp;</p>
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<p class="Paragraph SCXW156917439 BCX0">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.&nbsp;</p>
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<p class="Paragraph SCXW156917439 BCX0">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.&nbsp;</p>
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<p>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.</p>
<p>This proactive stance ensures that they remain competitive and capable of seizing new opportunities as they arise.</p>
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<p class="Paragraph SCXW176335803 BCX0">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.&nbsp;</p>
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<h2>Conclusion&nbsp;</h2>
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<p class="Paragraph SCXW176335803 BCX0">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.&nbsp;&nbsp;</p>
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<p class="Paragraph SCXW176335803 BCX0">Embracing continuous learning and adaptation ensures organisations stay competitive and innovative, driving long-term success and organisational excellence.&nbsp;</p>
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<h2>About the author&nbsp;</h2>
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<p class="Paragraph SCXW176335803 BCX0"><a class="Hyperlink SCXW176335803 BCX0" title="" href="https://www.harveynash.co.uk/profile/david-quearns" target="_blank" rel="noreferrer noopener" aria-label="">David</a> 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. &nbsp;</p>
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<p class="Paragraph SCXW176335803 BCX0">With a keen eye for irreplaceable talent, David&rsquo;s expertise covers all areas of Project teams, from Portfolio Management to Project Support Officers.  &nbsp;</p>
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<p class="Paragraph SCXW176335803 BCX0"><a class="Hyperlink SCXW176335803 BCX0" href="https://www.harveynash.co.uk/candidates" target="_blank" rel="noreferrer noopener">Discover our latest roles here.</a> &nbsp;</p>
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<p class="Paragraph SCXW176335803 BCX0">To find out how Harvey Nash can support you with your recruitment needs, <a class="Hyperlink SCXW176335803 BCX0" href="https://www.harveynash.co.uk/" target="_blank" rel="noreferrer noopener">please click here.</a> </p>
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Exploring the Project Management Office and Value Management Office

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<li>Predictions that AI will have a major, rapid effect on jobs appears overhyped</li>
<li>Chief AI Officers are on the up</li>
<li>Tech leaders with a GenAI policy have doubled in just six months</li>
<li>Unproven business case holds GenAI back</li>
<li>Investment in technology remains strong</li>
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<p>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&rsquo;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.</p>
<p>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.</p>
<p>These findings are revealed today (18<sup>th</sup>&nbsp;June 2024) in the&nbsp;<a href="https://www.nashsquared.com/dlrpulsesurvey">Nash Squared Digital Leadership Report Pulse Survey</a><a title="" href="https://harveynashplc.sharepoint.com/Marketing%20Store/Digital%20Leadership%20Report/2023/2024%20Pulse%20Survey/Press%20Releases/DLR%20-%20Pulse%20Survey%20PR%20-%20FINAL%20EMBARGOED%20-%20June%2024.docx#_ftn1" name="_ftnref1"><u>[1]</u></a>, 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.</p>
<p>The&nbsp;<a href="https://www.nashsquared.com/dlrpulsesurvey">Pulse Report Survey</a>&nbsp;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 &lsquo;retrofit&rsquo; 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.&nbsp;&nbsp;&nbsp;</p>
<p><strong>Unproven business case holding GenAI back</strong></p>
<p>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.</p>
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<p><em>"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&rsquo;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 &ndash; 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.&nbsp;</em><em>But although the &rsquo;replace jobs&rsquo; 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.&rdquo;</em></p>
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<p><strong>Bev White, CEO of Nash Squared</strong></p>
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<p><strong>Other key findings from the Nash Squared Pulse Survey include:</strong></p>
<ul>
<li><strong>Investment in technology remains strong &ndash; </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.</li>
<li><strong>Focusing on efficiency &ndash; </strong>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.</li>
<li><strong>Hybrid working comes of age &ndash; </strong>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 &lsquo;extremely well&rsquo; (up 17% in six months), and a similar number (45%) reporting it&rsquo;s working &lsquo;quite well&rsquo;. But more days in the office does have consequences, especially on diverse hiring.</li>
<li><strong>Most report sustainability and diversity are not moving forward &ndash; </strong>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.</li>
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<p><strong>About the Report</strong></p>
<p>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&rsquo;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.</p>
<p>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).</p>
<p>The average technology budget was $5m-$10m. Job roles of respondents: CIO / CTO / Director 53%, Head of tech / digital 20%, Technology practitioner 19%,&nbsp;CEO/MD 7%. Responses came from 24 countries.</p>
<p>The next annual Nash Squared Digital Leadership Report will be published in February 2025. To view a full copy of the results, please visit&nbsp;<a href="https://www.nashsquared.com/dlrpulsesurvey">https://www.nashsquared.com/dlrpulsesurvey</a>.</p>
<p><strong>About Nash Squared</strong></p>
<p>Nash Squared are the leading global provider of technology and talent solutions.</p>
<p>We&rsquo;re equipped with a unique network, that realises the potential where people and technology meet. For over three decades we&rsquo;ve been helping clients solve broad and complex problems, building and transforming their technology and digital capability.</p>
<p><a href="http://www.nashsquared.com/">www.nashsquared.com</a>&nbsp;</p>
<p><strong>Media Contacts:</strong></p>
<p>David Pippett,&nbsp;ProServ PR-&nbsp;<a href="mailto:david@proservpr.com">david@proservpr.com</a><br>+44 (0) 7899 798197</p>
<p>Michelle Thomas,&nbsp;Nash Squared-&nbsp;<a href="mailto:michelle.thomas@nashsquared.com">michelle.thomas@nashsquared.com</a><br>+44 (20) 7333 2677</p>
<p>&nbsp;</p>
<div class="edit"><a title="" href="https://harveynashplc.sharepoint.com/Marketing%20Store/Digital%20Leadership%20Report/2023/2024%20Pulse%20Survey/Press%20Releases/DLR%20-%20Pulse%20Survey%20PR%20-%20FINAL%20EMBARGOED%20-%20June%2024.docx#_ftnref1" name="_ftn1">[1]</a> The Pulse Survey was undertaken in May 2024 and captures the views of 322 tech leaders globally (182 in the UK).</div>
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Rapid roll out of GenAI, but no signs of 'tsunami' on jobs

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<p><strong>About the Report</strong></p>
<p>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&rsquo;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.</p>
<p>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).</p>
<p>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.</p>
<p>The next annual Nash Squared Digital Leadership Report will be published in February 2025. To view a full copy of the results, please visit&nbsp;<a href="https://www.nashsquared.com/dlrpulsesurvey">https://www.nashsquared.com/dlrpulsesurvey</a></p>
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<p><strong>About Nash Squared</strong></p>
<p>Nash Squared are the leading global provider of technology and talent solutions.</p>
<p>We&rsquo;re equipped with a unique network, that realises the potential where people and technology meet. For over three decades we&rsquo;ve been helping clients solve broad and complex problems, building and transforming their technology and digital capability.</p>
<p><a href="http://www.nashsquared.com/">www.nashsquared.com</a></p>
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Digital Leadership Pulse Report

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<p><em>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&nbsp;</em><a href="https://www.computerweekly.com/opinion/Leadership-accountability-is-key-to-diversifying-talent"><em>ComputerWeekly.com</em></a><em>.</em></p>
<h1>Awareness is not enough - building a diverse and inclusive organisation requires leadership</h1>
<p>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&rsquo;s 2023&nbsp;<a title="" href="https://www.harveynash.co.uk/digital-leadership-report" aria-label="">Digital Leadership Report</a>&nbsp;shows that 14% of technology leadership teams are female. In 2016, that figure was 11%. The difference is almost negligible.</p>
<p>So, what&rsquo;s the blocker? It&rsquo;s not that there isn&rsquo;t an appreciation of why&nbsp;<a title="" href="https://www.computerweekly.com/news/366581521/Women-in-Data-BAE-Systems-CDO-on-why-diversity-in-data-matters" aria-label="">diversity matters</a>. The &lsquo;why&rsquo; is well understood. Most businesses have provided training and education for leaders and managers on the D&amp;I agenda, they&rsquo;ve raised awareness of the increased creativity and problem-solving capacity of diverse teams, they&rsquo;ve underlined that the skills gaps affecting the industry could be filled (at least partially) by widening the talent pool.&nbsp;</p>
<p>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.</p>
<p>But despite all these efforts,&nbsp;<a title="" href="https://www.computerweekly.com/news/366569216/BCS-report-shows-lack-of-improvement-in-tech-diversity" aria-label="">not enough has changed</a>. I believe we need to move past the awareness phase and take an increased focus on the &lsquo;how&rsquo; of the agenda. In other words: we&rsquo;ve set our goals, we&rsquo;re committed to the task &ndash; how are we actually going to make it happen?</p>
<h1>Leadership accountability and consequences</h1>
<p>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.</p>
<p>In some businesses, I think there may be a feeling that leadership has played its part by establishing the &lsquo;why&rsquo; &ndash; and can now sit back and watch it happen</p>
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<div class="col-md-6">But the fact is, that&rsquo;s not enough. Leadership is accountable for the cultural direction of a business and for its progress with diversity and inclusion.&nbsp;</div>
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<p>That accountability means there must also be consequences for following through, or not following through, on the agenda.</p>
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<p>This is a hard step, but a necessary one. D&amp;I should be part of all of the leadership team&rsquo;s performance appraisal &ndash; with outcomes, either positive or negative, that really mean something: whether that&rsquo;s the performance rating given, pay or bonus decisions, or another reward outcome.</p>
<p>The whole of the leadership team &ndash; the Executive Board, the Operating Board, however, the organisation is managed at the top level &ndash; 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.&nbsp;</p>
<p>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&rsquo;s supply chain or wider stakeholder groups that feed into the culture and diversity of the business.</p>
<h1>Tracking and acting on what the data is showing you</h1>
<p>With this accountability as the bedrock, it is then about ensuring you are tracking the right metrics for your business (aligned to your D&amp;I goals) and have real and accurate data flowing into them.&nbsp;</p>
<p>Whether it&rsquo;s recruitment, retention, promotions, leavers, allocations of individuals to special projects, flexible working arrangements, or another area of importance to the agenda, it&rsquo;s essential to have reliable and granular data.</p>
<p>Only then can you really hold the mirror up and answer the question: are we actually doing what we said we&rsquo;d do?</p>
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<p>It&rsquo;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.&nbsp;</p>
<p>For example, you might choose to create an Inclusion Index using the staff engagement survey that can be tracked over time.&nbsp;</p>
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<p>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 &lsquo;nudges&rsquo; towards a more diverse and inclusive business.</p>
<h1>Recruitment &amp; retention</h1>
<p>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.&nbsp;</p>
<p>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&rsquo;t overlook groups with valuable knowledge and capabilities, like women returners.</p>
<p><a href="https://www.computerweekly.com/news/366552022/More-than-60-of-firms-have-lost-diverse-tech-talent">Retention is just as important</a>. 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?&nbsp;</p>
<p>You need to make sure that the cultural ambition you&rsquo;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.</p>
<h1>Redoubling the effort</h1>
<p>Building a diverse organisation is complex, with many contributory factors. It takes time and isn&rsquo;t something we&rsquo;ll solve quickly. But the time has come to double down and challenge ourselves to do more.</p>
<p>The bottom line is &ndash; it starts at the top. If leadership doesn&rsquo;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.</p>
<p><em>Bev White, CEO, Nash Squared will be speaking on this topic at London Tech Week on 12th June in a session entitled,&nbsp;</em><a href="https://londontechweek.com/speakers/bev-white?&amp;sortby=customfield_9970%20desc&amp;categories=861B31DA-BD4A-DCE5-340C28730B0B2109&amp;searchTerm=Bev%20White&amp;searchgroup=libraryentry-speakers"><em>Diversify your Talent Pipeline &ndash; Building a Future-Ready Tech Team</em></a><em>.</em></p>
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<h1>About the Author</h1>
<p><a title="" href="https://www.linkedin.com/in/bevwhite/" target="_blank" rel="noopener" aria-label="">Bev White</a> 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.&nbsp;</p>
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Leadership accountability is key to diversifying talent

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<p><em>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&nbsp;</em><a href="https://www.computerweekly.com/opinion/Gen-AI-what-we-know-and-dont-know-what-excites-us-what-scares-us"><em>ComputerWeekly.com</em></a><em>.</em></p>
<p>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 &ndash; even they can&rsquo;t be totally sure of what the future ahead of us looks like as the machine intelligence learns and expands.</p>
<p>It&rsquo;s inevitable, in fact, that with a technology so new and that&rsquo;s developing so fast, there are a whole clutch of unknowns alongside the things we can be sure of.</p>
<h2>The known value of GenAI</h2>
<p>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.&nbsp;</p>
<p>Simply as a support tool to enable us to get things done more quickly, the power of GenAI is already clear. It&rsquo;s akin to a &lsquo;virtual assistant&rsquo; or, in human terms, a really smart intern who can find, extract and present whatever you&rsquo;re looking for to you.</p>
<p>Whether it&rsquo;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 &ndash; GenAI can be a powerful aid to us all.</p>
<p>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 &ndash; casting a sharp editorial eye over content, having the ability to critically review and assess.&nbsp;</p>
<p>It also means that we need to guard against a &lsquo;deskilling&rsquo; risk &ndash; where people become over-reliant on technology to do things for them and lose their own professional and curious edge.</p>
<p>Another thing that&rsquo;s clear is that GenAI really isn&rsquo;t so good (at least at the moment) for creative, imaginative, innovative content &ndash; that remains the preserve of human beings and on present evidence looks set to stay that way!</p>
<h2>The unknowns&hellip;</h2>
<p>But there are unknowns too. The biggest of these &ndash; the elephant in the room &ndash; is how much GenAI will eat into all of our current jobs. How much human activity will become redundant because of it?&nbsp;</p>
<p>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.</p>
<p>I genuinely believe that is true. But nevertheless, there is always that fear that lurks around the edges &ndash; just how far will it go? There may not be a significant threat now or in the next few years &ndash; but who really knows what things will be like in 5, 10 or 20 years&rsquo; time&hellip;?</p>
<h2>What excites us</h2>
<p>Putting that aside, GenAI is probably the most exciting technology development since the creation of the internet. It&rsquo;s moving so fast.&nbsp;Already, in the space of little more than a year it&rsquo;s improved hugely from its beginnings.&nbsp;</p>
<p>I&rsquo;m seeing outputs from it that are truly impressive. It is also set to expand ever further into the infrastructure of how we work.&nbsp;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.&nbsp;</p>
<p>Rather than people using it individually (and haphazardly), it will be like a common platform or portal that team members work from.&nbsp;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.</p>
<p>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&rsquo;s been through this machine conversation or conference &ndash; giving even better results.</p>
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<h2>What scares us</h2>
<p>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 &lsquo;replaced'?</p>
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<p>Then there are all the well-rehearsed issues of the accuracy of GenAI&rsquo;s outputs given the amount of falsehoods and misinformation on the internet, hallucinations, bias, data security and privacy.</p>
<p>Certainly, one aspect that is scary at the moment is how few businesses are really geared up to manage GenAI safely. Nash Squared&rsquo;s&nbsp;<a title="" href="https://www.harveynash.co.uk/digital-leadership-report" target="_blank" rel="noopener" aria-label="">2023 Digital Leadership Report</a>&nbsp;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&rsquo;t have any plans to even attempt one.</p>
<h2>Putting in the guardrails</h2>
<p>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 &lsquo;human in the loop&rsquo; to review and sense-check first.&nbsp;</p>
<p>It is also crucial that staff understand that some GenAI applications put everything ingested into the public domain &ndash; so there must be necessary checks and balances in place to prevent commercially sensitive information, or customer confidential data, being inadvertently published.</p>
<p>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&rsquo;t just set the rules &ndash; 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.</p>
<p>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.&nbsp;</p>
<p>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.</p>
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GenAI: what we know and don't know, what excites us, what scares us

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<p>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&rsquo;s heading in the future.</p>
<p><a title="" href="https://www.computing.co.uk/opinion/4201748/change-cio-challenge" target="_blank" rel="noopener" aria-label=""><em>This article first appeared in Computing</em></a>.</p>
<h2>Technology is supposed to make our lives easier &ndash; but is it getting harder to be a CIO?</h2>
<p>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.</p>
<p>There aren&rsquo;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.</p>
<p>They need to be more fluid, adaptable and prepared to deal with the ambiguity that can come from blurred lines. It&rsquo;s very different to the &lsquo;command and control&rsquo; of the past.</p>
<p>And it doesn&rsquo;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.</p>
<h2>CIOs moving to the heart of strategic decision making &ndash; propelled by AI</h2>
<p>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.</p>
<p>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.</p>
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<p>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.&nbsp;</p>
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<p>They will have a bigger opportunity to shape the strategy &ndash; 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.</p>
<p>We are already seeing this in the hard data &ndash;&nbsp;<a title="" href="https://www.harveynash.co.uk/digital-leadership-report" target="_blank" rel="noopener" aria-label="">our 2023 Digital Leadership Report</a>&nbsp;finds that 68% of CIOs now sit on the operational board/executive management team, up from a recent low of 61% in 2020.</p>
<p>The implication is that when new technology challenges arise (such as in the wake of the pandemic), technology leaders&rsquo; influence grows.</p>
<p>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.</p>
<h2>Greater responsibility for outcomes</h2>
<p>It's an exciting prospect &ndash; but it also comes with increased responsibility. Boards are making CIOs more responsible for outcomes and this is another trend that will increase.</p>
<p>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&rsquo;t become an unstructured &lsquo;wild west&rsquo;.</p>
<p>The CIO must set the guardrails and basic protocols for technology. Then it is about collaborating and delivering together as a business.</p>
<p>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 &ndash; not to mention security and privacy &ndash; has led to data management and strategy moving up the list of most CIOs&rsquo; responsibilities.</p>
<p>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 &amp; Information Officer) or CDAIO (Chief Data, Analytics &amp; Information Officer).</p>
<h2>Partnership and collaboration with the CTO</h2>
<p>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&rsquo;s role as being very technology-focused, managing operational issues around &lsquo;hard tech&rsquo; products and solutions.</p>
<p>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.</p>
<p>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 &ndash; 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.</p>
<h2>A passion for technology</h2>
<p>A lot of change is coming, and with it a raft of possibilities. But one thing I hope doesn&rsquo;t change about the CIO is that they should be passionate and obsessed with technology in all its forms.</p>
<p>Yes, they are becoming strategists and business decision makers &ndash; but it&rsquo;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.</p>
<p>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!</p>
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All change? The CIO challenge in the next five years

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<p class="Paragraph SCXW112719465 BCX0">London, [April 2024] Harvey Nash, the leading global technology recruitment business has named&nbsp;<a title="" href="https://www.linkedin.com/in/lola-joke-yesufu-thompson/" aria-label="">Lola Yesufu</a> 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.&nbsp;&nbsp;</p>
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<p class="Paragraph SCXW112719465 BCX0">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.&nbsp;&nbsp;</p>
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<p class="Paragraph SCXW112719465 BCX0">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.&nbsp;</p>
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<p class="Paragraph SCXW112719465 BCX0">Lola currently works as an IT Scrum Master for Harvey Nash at&nbsp;<a title="" href="https://www.fidelity.ie/about-fidelity/" aria-label="">Fidelity Investment</a> in Dublin, a role she has held since 2023.&nbsp;&nbsp;</p>
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<p class="Paragraph SCXW112719465 BCX0">Lola&rsquo;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&rsquo;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.&nbsp;</p>
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<p class="Paragraph SCXW112719465 BCX0"><em>&ldquo;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 &lsquo;no&rsquo; simply meaning &lsquo;next opportunity&rsquo;,"</em>&nbsp;said&nbsp;<a title="" href="https://www.harveynash.co.uk/profile/andy-heyes" aria-label="">Andy Heyes, Managing Director of Harvey Nash UK &amp; Ireland, Central Europe,  AUS &amp; Spinks.</a> &nbsp;</p>
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<p class="Paragraph SCXW112719465 BCX0"><a title="" href="https://www.linkedin.com/in/bevwhite/" aria-label="">Bev White, CEO of Nash Squared</a>, Harvey Nash&rsquo;s parent company, said:&nbsp;<em>&ldquo;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.&rdquo;&nbsp;</em></p>
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<p class="Paragraph SCXW112719465 BCX0">Commenting on the award Lola added,&nbsp;<em>&ldquo;I am immensely grateful for being named Harvey Nash&rsquo;s Global Contractor of the Year for 2024. To be acknowledged alongside industry luminaries is truly humbling.&nbsp;This accolade serves as a testament to the enduring power of perseverance in the face of life's adversities.&nbsp;</em></p>
<p class="Paragraph SCXW112719465 BCX0"><em>"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.<strong>&nbsp;</strong>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.&rdquo;&nbsp;</em></p>
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<p class="Paragraph SCXW112719465 BCX0">As well as the global recognition from this award, Lola will also receive a prize of &pound;2500.&nbsp;&nbsp;</p>
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<p class="Paragraph SCXW112719465 BCX0">For more information about the Harvey Nash Contractor of the Year award please contact&nbsp;<a class="Hyperlink SCXW112719465 BCX0" href="mailto:Rachel.Watts@HarveyNash.com%22%20\t%20%22_blank" target="_blank" rel="noreferrer noopener">Rachel.Watts@HarveyNash.com</a>  &nbsp;</p>
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Harvey Nash announces 2024 contractor award winner

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<h4>Improving tech diversity through Harvey Nash NextGen solution</h4>
<p>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.</p>
<h4>Objective</h4>
<p>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.</p>
<h4>Solution</h4>
<p>FSB engaged Harvey Nash NextGen to develop a technology focused graduate programme to support diverse hiring alongside skills development. Harvey Nash&rsquo;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.</p>
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<p><em>&ldquo;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.&rdquo;</em></p>
<small>by Sam Lawrence, Chief Technical Officer, FSB Technology</small></div>
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<h4>The Results&nbsp;</h4>
<p>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.&nbsp;</p>
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<h4>Harvey Nash NextGen&nbsp;</h4>
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<p class="Paragraph SCXW51771618 BCX0" lang="EN-GB" xml:lang="EN-GB">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.&nbsp;<a title="" href="https://www.harveynash.co.uk/nextgen" aria-label="">Discover NextGen here.&nbsp;</a></p>
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NextGen Success story - FSB Technology

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<h4>Redesigning recruitment processes to meet increasing demands for IT skills at University of Salford.&nbsp;</h4>
<p>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.</p>
<h4>Objectives:</h4>
<p>The University of Salford needed to bolster their internal IT and digital functions to support their digital transformation journey to improve services.</p>
<h4>Challenges:</h4>
<p>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.</p>
<h4>Solution:</h4>
<p>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.</p>
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<p><em>&ldquo;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.&rdquo;</em></p>
<small>by Tony Stephens, Associate Director Digital Strategy, Salford University</small></div>
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<h4>The Results&nbsp;</h4>
<h4>High fulfilment rate&nbsp;</h4>
<p>Harvey Nash achieved a 95% success rate indirectly filling permanent and contingent IT and digital roles, demonstrating the impact of our effective recruitment strategies.</p>
<h4>Operational efficiency&nbsp;</h4>
<p>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.</p>
<h4>Brand representation</h4>
<p>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.</p>
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<h4>Harvey Nash Higher Education practice</h4>
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<p class="Paragraph SCXW51771618 BCX0" lang="EN-GB" xml:lang="EN-GB">With over 35 years&rsquo; experience, our<a title="" href="https://www.harveynash.co.uk/higher-education" aria-label="">&nbsp;Higher Education practice,</a> 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.&nbsp;This is where we excel.</p>
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Higher Education Success story - University of Salford


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<p>Securing top talent against challenging market condition to deliver University of Dundee's digital transformation.&nbsp;</p>
<p>The University of Dundee wanted to streamline their internal systems by replacing outdated&nbsp;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.</p>
<h4>Objectives:</h4>
<p>To enhance the university's ranking through this Digital Transformation Program &ndash; OneUniversity - key resources were required including change, data, and development&nbsp;skills. The University of Dundee required a recruitment partner to support the implementation and augment their in-house existing team and recruit new resources.</p>
<h4>Challenges:</h4>
<p>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.</p>
<h4>Solution:</h4>
<p>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.</p>
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<p><em>&ldquo;Harvey Nash&rsquo;s exclusive partnership transformed our Digital Transformation Program at Dundee University with top-tier talent, ensuring a seamless process and successful project outcomes.&rdquo;</em></p>
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<small>by Carrie Masterton, PMO/ HR Manager, Dundee University</small></div>
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<h3>The Results</h3>
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<h4>Sourcing candidates from the local market:</h4>
<p>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.</p>
<h4>Speed to hire:</h4>
<p>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.</p>
<h4>Relationship partnership:</h4>
<p>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.</p>
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<h4>Harvey Nash Higher Education practice</h4>
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<p class="Paragraph SCXW51771618 BCX0" lang="EN-GB" xml:lang="EN-GB">With over 35 years&rsquo; experience, our<a title="" href="https://www.harveynash.co.uk/higher-education" aria-label="">&nbsp;Higher Education practice,</a> 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.&nbsp;This is where we excel.</p>
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Higher Education Success Story - University of Dundee

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<h4>Providing a flexible resourcing model for service excellence transformation.&nbsp;</h4>
<p>The University of Edinburgh were seeking a recruitment partner to support them in delivering a blended model of resources to deliver their &lsquo;Service Excellence&rsquo; transformation.</p>
<h4>Objectives:</h4>
<p>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.</p>
<h4>Challenges:</h4>
<p>The main challenge lay in recruiting talented professionals in a competitive market. Harvey Nash designed a compelling attraction strategy that highlighted the university&rsquo;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.</p>
<h4>Solution:</h4>
<p>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&rsquo;s lifespan.</p>
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<p><em>&ldquo;</em><em>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&rsquo; and continually came up with top notch candidates -even for tricky short term fixed term contracts while the market was very challenging.&rdquo;</em></p>
<small>by&nbsp;</small>Brian Butler, Programme Manager, University of Edinburgh.</div>
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<h4>The Results&nbsp;</h4>
<h4>Scalable recruitment service&nbsp;</h4>
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.
<h4>Compliance and governance</h4>
<p>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.</p>
<h4>Streamlined communication</h4>
<p>With a single point of contact through a designated Account Manager, our collaboration ensured clear and consistent communication, facilitating efficient coordination and resource management.</p>
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<h4>Harvey Nash Higher Education practice</h4>
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<p class="Paragraph SCXW51771618 BCX0" lang="EN-GB" xml:lang="EN-GB">With over 35 years&rsquo; experience, our<a title="" href="https://www.harveynash.co.uk/higher-education" aria-label="">&nbsp;Higher Education practice,</a> 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.&nbsp;This is where we excel.</p>
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Higher Education Success Story - University of Edinburgh

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<h4>Rapidly sourcing talent to deliver a major transformation programme.</h4>
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<p class="Paragraph SCXW51771618 BCX0" lang="EN-GB" xml:lang="EN-GB">Heriot Watt University embarked on a complex ERP replacement in early 2023 and faced challenges with their solution integrator as the programme advanced.</p>
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<h2>Objectives</h2>
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<p class="Paragraph SCXW51771618 BCX0" lang="EN-GB" xml:lang="EN-GB">Heriot Watt University initiated a critical ERP replacement programme in early 2023, aiming for a seamless transition and enhancement of their enterprise systems.</p>
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<h2>Challenges</h2>
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<p class="Paragraph SCXW51771618 BCX0" lang="EN-GB" xml:lang="EN-GB">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.</p>
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<h2>Solution</h2>
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<p class="Paragraph SCXW51771618 BCX0" lang="EN-GB" xml:lang="EN-GB">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.</p>
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<p><em>Throughout our ERP transformation, Harvey Nash&rsquo;s agility in rabidly sourcing quality talent within our financial constraint has been the cornerstone of our programme&rsquo;s success, providing a clear path forward.</em></p>
<p>Emma Wright, Programme Manager, Heriot Watt University.</p>
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<h2>The results&nbsp;</h2>
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<h3>Rapid resource acquisition&nbsp;</h3>
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<p class="Paragraph SCXW51771618 BCX0" lang="EN-GB" xml:lang="EN-GB">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. &nbsp;</p>
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<h3>Cost-effectiveness&nbsp;</h3>
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<p class="Paragraph SCXW51771618 BCX0" lang="EN-GB" xml:lang="EN-GB">All resources were supplied consistently under the allocated budget offering financial efficiency within the ERP programme&rsquo;s execution.&nbsp;</p>
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<h3>Streamlined communication&nbsp;</h3>
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<p class="Paragraph SCXW51771618 BCX0" lang="EN-GB" xml:lang="EN-GB">With a single point of contact through a dedicated Account Manager, the collaboration ensured clear and consistent communication, facilitating efficient coordination and resource management.</p>
<h4>Harvey Nash Higher Education practice</h4>
<p class="Paragraph SCXW51771618 BCX0" lang="EN-GB" xml:lang="EN-GB">With over 35 years&rsquo; experience, our<a title="" href="https://www.harveynash.co.uk/higher-education" aria-label="">&nbsp;Higher Education practice,</a> 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.&nbsp;This is where we excel.</p>
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Higher Education Success Story - Heriot Watt

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<p class="Paragraph SCXW10595601 BCX0"><em>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&nbsp;<a class="Hyperlink SCXW10595601 BCX0" href="https://www.computerweekly.com/opinion/Five-key-principles-for-data-insight-success" target="_blank" rel="noreferrer noopener">ComputerWeekly.com</a>.&nbsp;</em></p>
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<p class="Paragraph SCXW10595601 BCX0">It&rsquo;s a moment that no Chief Data Officer (CDO) or other technology leader wants to experience &ndash; when a new BI data dashboard is presented to the exec and the reaction around the room is, &ldquo;But that just doesn&rsquo;t feel right!&rdquo;&nbsp;</p>
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<p class="Paragraph SCXW10595601 BCX0">In today&rsquo;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&rsquo;s an issue that is more relevant than ever right now as businesses look to deploy AI and Generative AI solutions into their business &ndash; data is critical to success.&nbsp;</p>
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<p class="Paragraph SCXW208631813 BCX0">The data challenge is a theme that consistently comes through in Nash Squared&rsquo;s annual Digital Leadership Report. The&nbsp;<a class="Hyperlink SCXW208631813 BCX0" href="https://www.harveynash.co.uk/digital-leadership-report" target="_blank" rel="noreferrer noopener">2023 report</a>&nbsp;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 &amp; analytics as one of the top two deliverers of return on investment.&nbsp;</p>
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<p class="Paragraph SCXW208631813 BCX0">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 &ndash; 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.&nbsp;</p>
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<p class="Paragraph SCXW208631813 BCX0">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?&nbsp;</p>
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<p class="Paragraph SCXW208631813 BCX0">Here are five key principles that we see as fundamental to success.&nbsp;</p>
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<h2>1. Begin with the impossible. And work back from there&nbsp;</h2>
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<p class="Paragraph SCXW208631813 BCX0">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 &ndash; at least initially &ndash; cost. It is IT&rsquo;s role to reverse engineer the desired outcome, and then work with the business to get a balance between dreams and reality.&nbsp;</p>
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<h2>2. There must be a &lsquo;value exchange&rsquo; for the data strategy to work&nbsp;</h2>
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<p class="Paragraph SCXW208631813 BCX0">Another fundamental is that people across the business must have &lsquo;skin in the game&rsquo; and a clear incentive to make data work. If capturing, curating and updating data doesn&rsquo;t help a business area owner achieve their targets and objectives, it&rsquo;s simply unlikely to happen. It&rsquo;s when there is a value exchange &ndash; when multiple parts of the business benefit in their own different ways from particular sets of data &ndash; that the strategy will actually be translated into everyday reality.&nbsp;</p>
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<p class="Paragraph SCXW208631813 BCX0">This means that, when mapping out the data strategy, it&rsquo;s essential to consider what the priorities and needs of functions across the business are &ndash; 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.&nbsp;</p>
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<h2>3. Data is more than a technical exercise &ndash; with many supporting features that need to be right&nbsp;</h2>
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<p class="Paragraph SCXW208631813 BCX0">The value of data lies in how it&rsquo;s used &ndash; 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 &ndash; 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.&nbsp;</p>
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<p class="Paragraph SCXW208631813 BCX0">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 &ndash; the acknowledgement that data matters and that it is everyone&rsquo;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.&nbsp;</p>
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<h2>4. Chief Digital Officer as a change agent not just a technical guru&nbsp;</h2>
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<p class="Paragraph SCXW208631813 BCX0">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 &ndash; but at the same time, there is an IT team that the CDO can draw on for that.&nbsp;</p>
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<p class="Paragraph SCXW208631813 BCX0">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 &amp; technology. This is the leap that organisations are really looking to make.&nbsp;</p>
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<p class="Paragraph SCXW208631813 BCX0">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 &ndash; to be effective, they need to be aware of and involved in many key business decisions and challenges.&nbsp;</p>
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<h2>5. AI makes good data even more important&nbsp;</h2>
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<p class="Paragraph SCXW208631813 BCX0">And then there&rsquo;s AI. The huge interest in deploying AI (including generative AI) solutions just elevates the importance of good data even further &ndash; because without that, AI investments simply won&rsquo;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&rsquo;s vital to make sure you&rsquo;re not trying to run before you can walk.&nbsp;</p>
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<p>Get a solid data strategy and structure in place, establish that it works and is giving the business what it needs &ndash; 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.&nbsp;</p>
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<p class="Paragraph SCXW226522425 BCX0">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&rsquo;s Co-Pilot or our own BonBon) to mushroom in the years to come.&nbsp;</p>
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<p class="Paragraph SCXW226522425 BCX0">It has long been said that data is the new oil. It&rsquo;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 &ndash; and few businesses would say they have it absolutely right &ndash; 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.&nbsp;</p>
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Five key principles for data insight success


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<p>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&nbsp;<a title="" href="https://www.harveynash.co.uk/digital-leadership-report" target="_blank" rel="noopener" aria-label="">2023 Digital Leadership Report</a>, technology budget and headcount growth expectations dropped back from the highs of 2021 and 2022.</p>
<h2><strong>Pay growth</strong></h2>
<p>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.</p>
<p>We&rsquo;ve included this data, as well as salary benchmarks at the end of this article.</p>
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<h2><strong>Tech leader pay trends</strong></h2>
<p>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 &ndash; and a similarly wide range of compensation.&nbsp;</p>
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<p>We found that, unsurprisingly, rates of reward increase the larger the organisation&rsquo;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.</p>
<p>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 &ndash; 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.&nbsp;</p>
<p>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.</p>
<p>That said, comprehensively sampled data is always a good place to start, and we&rsquo;re pleased to share it here.</p>
<p>One trend that comes through clearly in our data is that the larger the organisation&rsquo;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.</p>
<p>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%).</p>
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<h2><strong>The outlook for 2024</strong></h2>
<p>So, where does this leave expectations for 2024 &ndash; and what can individuals do to maximise their chances of securing higher rates of reward?</p>
<p>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.</p>
<p>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.</p>
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<p>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 &ndash; this combination of skills meant he could have walked into any one of a number of roles and received five attractive job offers.</p>
<h2><strong>Maximising your value</strong></h2>
<p>How can individuals maximise their potential reward? Here are five tips based on what I&rsquo;m seeing in the market.</p>
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<p><strong>1. Technical skills making a comeback.</strong>&nbsp;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?&nbsp;</p>
<p>That is why we&rsquo;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 &ndash; so it may be another year or two before AI experience translates into a pay premium.</p>
<p><strong>2. Good career moves favour the patient.</strong>&nbsp;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.</p>
<p><strong>3. To go up, sometimes you need to move across.</strong>&nbsp;Astute career builders often look several moves ahead &ndash; they can see where they want to get to, but know they won&rsquo;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&rsquo;s the practical achievements that you can show that will ultimately help you reach a leadership or C-suite position.&nbsp;</p>
<p><strong>4. Some sectors can favour their own.</strong>&nbsp;Remember that some sectors generally &lsquo;favour their own&rsquo; and it&rsquo;s hard to break into them without prior experience. Financial Services and Oil &amp; 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).</p>
<p><strong>5. Practical experience trumps qualifications.</strong>&nbsp;Qualifications, accreditations and certifications are certainly important &ndash; 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&rsquo;s professional qualifications very closely.&nbsp;</p>
<p>My advice would be &ndash; if you&rsquo;re passionate about gaining new qualifications and certifications, do it. It can&rsquo;t hold you back and sometimes will work in your favour.</p>
<h2><strong>A field of possibility</strong></h2>
<p>One of the great strengths of working in technology is that it&rsquo;s an exciting sector where new things come along all the time. It&rsquo;s a sector that &ldquo;comes to you&rdquo; 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&rsquo;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.</p>
<p>Now is a good time to do so &ndash; the tech market in 2024 is set to be more positive than in 2023, something that we&rsquo;re already seeing evidence of.</p>
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<td><strong>Remuneration by budget&nbsp;</strong></td>
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<td>&nbsp;</td>
<td><strong>Upper quartile*</strong></td>
<td><strong>Average basic</strong></td>
<td><strong>Average benefits %</strong></td>
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<td><strong>Less than $1m&nbsp;</strong></td>
<td>$ 137,000.00</td>
<td>$ 126,841.46</td>
<td>24%</td>
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<td><strong>$1m-$9m&nbsp;</strong></td>
<td>$ 187,000.00</td>
<td>$ 161,739.13</td>
<td>31%</td>
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<td><strong>$10m-$24m&nbsp;</strong></td>
<td>$ 224,500.00&nbsp;</td>
<td>$ 193,411.11</td>
<td>35%</td>
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<td><strong>$25m-$49m&nbsp;</strong></td>
<td>$ 274,500.00</td>
<td>$ 235,310.81</td>
<td>48%</td>
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<td><strong>$50m-$99m&nbsp;</strong></td>
<td>$ 300,000.00</td>
<td>$ 249,198.89</td>
<td>47%</td>
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<td><strong>$100m-$249m</strong>&nbsp;</td>
<td>$ 350,000.00&nbsp;&nbsp;</td>
<td>$ 263,086.96</td>
<td>65%</td>
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<td><strong>More than $250m</strong>&nbsp;</td>
<td>$ 424,500.00</td>
<td>$ 281,531.25</td>
<td>62%</td>
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<p>*includes supplementary research from Harvey Nash assignments</p>
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<td><strong>Effect Sector has on base salary&nbsp;&nbsp;</strong></td>
<td>&nbsp;</td>
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<td>Government</td>
<td>-21%</td>
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<td>Healthcare&nbsp;</td>
<td>-19%</td>
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<td>Education&nbsp;</td>
<td>-18%</td>
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<td>Advertising / PR&nbsp;</td>
<td>-17%</td>
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<td>Healthcare&nbsp;</td>
<td>-13%</td>
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<td>Telecommunications&nbsp;&nbsp;</td>
<td>-11%</td>
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<td>Broadcast / Media&nbsp;&nbsp;</td>
<td>-9%</td>
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<td>Technology&nbsp;</td>
<td>-5%</td>
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<td>Business / Professional Services&nbsp;</td>
<td>-5%</td>
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<td>Manufacturing / Automotive&nbsp;&nbsp;</td>
<td>-2%</td>
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<td>Retail&nbsp;</td>
<td>0%</td>
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<td>Power &amp; utilities&nbsp;&nbsp;</td>
<td>6%</td>
</tr>
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<td>Pharmaceuticals&nbsp;&nbsp;</td>
<td>9%</td>
</tr>
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<td>Leisure&nbsp;&nbsp;</td>
<td>10%</td>
</tr>
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<td>Transport / Logistics&nbsp;</td>
<td>13%</td>
</tr>
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<td>Construction / Engineering&nbsp;</td>
<td>17%</td>
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<td>Financial Services&nbsp;</td>
<td>17%</td>
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<td><strong>CIOs who received pay increase in 2023, by sector&nbsp;</strong></td>
<td>&nbsp;</td>
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<td>Advertising / PR&nbsp;</td>
<td>34%</td>
</tr>
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<td>Healthcare&nbsp;</td>
<td>48%</td>
</tr>
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<td>Leisure&nbsp;&nbsp;</td>
<td>50%</td>
</tr>
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<td>Technology&nbsp;</td>
<td>52%</td>
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<td>Financial Services&nbsp;</td>
<td>53%</td>
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<td>Business / Professional Services&nbsp;&nbsp;</td>
<td>54%</td>
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<td>Charity / Non Profit&nbsp;&nbsp;</td>
<td>61%</td>
</tr>
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<td>Retail&nbsp;</td>
<td>63%</td>
</tr>
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<td>Power &amp; utilities&nbsp;</td>
<td>64%</td>
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<td>Global average</td>
<td>65%</td>
</tr>
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<td>Broadcast / Media</td>
<td>66%</td>
</tr>
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<td>Telecommunications&nbsp;</td>
<td>66%</td>
</tr>
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<td>Government&nbsp;&nbsp;&nbsp;</td>
<td>68%</td>
</tr>
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<td>Transport / Logistics&nbsp;</td>
<td>69%</td>
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<td>Education&nbsp;&nbsp;</td>
<td>73%</td>
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<td>Pharmaceuticals&nbsp;</td>
<td>78%</td>
</tr>
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<td>Construction / Engineering&nbsp;&nbsp;</td>
<td>79%</td>
</tr>
<tr>
<td>Manufacturing / Automotive&nbsp;&nbsp;&nbsp;</td>
<td>82%</td>
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<h2>About the author</h2>
<p><a title="" href="https://www.harveynash.co.uk/profile/helen-fleming" aria-label="">Helen Fleming</a>&nbsp;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.</p>
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Going up? Senior tech pay trends – and how to influence them

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<p><em>I feel incredibly honoured to have the wonderful task of announcing the winners to the inaugural&nbsp;Nash Squared EmpowHER Inclusion Awards&nbsp;&ndash; founded by wo+men@NASH.&nbsp; I was simply overwhelmed at the number of high-quality nominations from across the business - 241 in total!&nbsp;&nbsp;</em></p>
<p><em>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.&nbsp;</em></p>
<p><em>- Bev White, CEO, Harvey Nash</em></p>
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<p><strong>Champion of Success&nbsp;</strong></p>
<ul>
<li>Tulsi Aghiri &ndash; HNTR USA&nbsp;</li>
<li>Lauren Pratley &ndash; Nash Squared</li>
<li>George Lynch &ndash; NashTech UKI&nbsp;</li>
<li><a title="" href="https://www.linkedin.com/in/anshu-pal-a33937115/" target="_blank" rel="noopener" aria-label="">Anshu Pal</a> &ndash; HN India&nbsp;</li>
<li>Louise Clarke &ndash; Crimson</li>
<li>Karolina Fidrych &ndash; Flexhuis&nbsp;&nbsp;</li>
<li><a title="" href="https://www.linkedin.com/in/sofie-pickaert-b680a98/" target="_blank" rel="noopener" aria-label="">Sofie Pickaert</a>&nbsp;&ndash; HN Belgium&nbsp;</li>
<li><a title="" href="https://www.harveynash.co.uk/profile/cameron-macgrain" target="_blank" rel="noopener" aria-label="">Cameron MacGrain</a> &ndash; HNTR UKI&nbsp;</li>
<li>Mui Pham Thi &ndash; NashTech Vietnam</li>
<li>Louise Clarke &ndash; Crimson&nbsp;</li>
</ul>
<p>&nbsp;</p>
<p><strong>Inspirational Role Model&nbsp;</strong></p>
<ul>
<li><a title="" href="https://www.linkedin.com/in/keeganballenger/" target="_blank" rel="noopener" aria-label="">Keegan Banks</a> &ndash; HNTR USA&nbsp;&nbsp;</li>
<li><a title="" href="https://www.linkedin.com/in/lalitha-sharma-8159496/" target="_blank" rel="noopener" aria-label="">Lalitha Sharma</a> &ndash; HN India&nbsp;</li>
<li>Kayleigh Duddy &ndash; Crimson</li>
<li><a title="" href="https://www.linkedin.com/in/jillgees/" target="_blank" rel="noopener" aria-label="">Jill Gees</a> &ndash; HN Belgium</li>
<li><a title="" href="https://www.harveynash.co.uk/profile/kirsteen-bell" target="_blank" rel="noopener" aria-label="">Kirsteen Bell</a> &ndash; HNTR UKI&nbsp;</li>
<li>Loan Pham Thi Tuyet &ndash; NashTech Vietnam&nbsp;</li>
<li>Chitra Singh &ndash; NashTech India &nbsp;</li>
</ul>
<p><strong>Rising Star</strong></p>
<ul>
<li><a title="" href="https://www.linkedin.com/in/brennabarnett/" target="_blank" rel="noopener" aria-label="">Brenna Barnett</a> &ndash; HNTR USA&nbsp;</li>
<li>Grace Walsingham &ndash; Nash Squared&nbsp;&nbsp;</li>
<li><a title="" href="https://www.linkedin.com/in/tanujasharma2022/" target="_blank" rel="noopener" aria-label="">Tanuja Sharma</a> &ndash; HNTR India&nbsp;</li>
<li>Olivia Yafai &ndash; Crimson&nbsp;&nbsp;</li>
<li><a title="" href="https://www.linkedin.com/in/tatianapaiu/" target="_blank" rel="noopener" aria-label="">Tatiana Paiu</a>&nbsp;&ndash; HN Belgium&nbsp;</li>
<li><a title="" href="https://www.harveynash.co.uk/profile/catherine-astier" target="_blank" rel="noopener" aria-label="">Catherine Astier</a> &ndash; HNTR UKI&nbsp;</li>
<li>Von Tuong Thi Thuy &ndash; NashTech Vietnam&nbsp;</li>
<li>Riya Sharma &ndash; NashTech India&nbsp;</li>
</ul>
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<h1>Happy International Women&rsquo;s Day 2024!&nbsp;&nbsp;</h1>
<p>We, The wo+men@NASH ERG, are thrilled to take over the CEO blog today to share some heartfelt reflections on this significant occasion.&nbsp;</p>
<p>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.&nbsp;&nbsp;</p>
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<p>Now, let's get to the heart of the matter. International Women&rsquo;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.&nbsp;&nbsp;</p>
<p>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.</p>
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<p>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.&nbsp;</p>
<p>This year, the theme of International Women&rsquo;s Day is &lsquo;Inspire Inclusion&rsquo;. 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.&nbsp;&nbsp;</p>
<p>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.&nbsp;</p>
<p>But how do we translate this vision into reality?&nbsp;&nbsp;</p>
<p>It begins with acknowledging the specific challenges that women face in the workplace, from microaggressions and stereotypes to imposter syndrome.&nbsp;&nbsp;</p>
<p>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.&nbsp;&nbsp;</p>
<p>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.&nbsp;</p>
<h1>EmpowHER Inclusion Awards&nbsp;</h1>
<p>In line with the theme of 'Inspire Inclusion', we're thrilled to have launched the&nbsp;Nash Squared EmpowHER Inclusion Awards.&nbsp;These awards have been designed to recognise and celebrate individuals who have exhibited exceptional leadership and commitment to advancing inclusion within our organisation.&nbsp;&nbsp;</p>
<p>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&rsquo;s Day symbolises more than just a date on the calendar. Not only does it give a voice to those who perhaps haven&rsquo;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.&nbsp;&nbsp;</p>
<p>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.&nbsp;</p>
<p>Thank you for embarking on this journey with us, and let's continue to inspire inclusion, today and every day.&nbsp;</p>
<p>Interested in joining our family at Harvey Nash? Visit our&nbsp;<a title="" href="https://careers.nashsquared.com/" target="_blank" rel="noopener" aria-label="">careers page</a>&nbsp;or reach out to&nbsp;<a title="" href="mailto:fraser.crewe@harveynash.com?subject=Join%20Harvey%20Nash%20-%20Guest%20CEO%20Blog" target="_blank" rel="noopener" aria-label="">fraser.crewe@harveynash.com</a> for more information.</p>
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Celebrating the Strength of Diversity on International Women's

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<p><em>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&nbsp;</em><a title="" href="https://www.computing.co.uk/opinion/4182228/im-optimistic-international-womens-day-despite-frustratingly-slow-pace-change" target="_blank" rel="noopener" aria-label=""><em>Computing.co.uk</em></a><em>.</em></p>
<p>Although gender equality is still nowhere near where it should be, as we celebrate another International Women&rsquo;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 &ndash; the question is, how fast can we make that change go?</p>
<h2>Technology lagging on gender</h2>
<p>Certainly, in my own industry of technology, change needs to happen much faster. The&nbsp;<a title="" href="https://www.harveynash.co.uk/digital-leadership-report" target="_blank" rel="noopener" aria-label="">Digital Leadership Report</a>&nbsp;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.&nbsp;</p>
<p>Our 2023 research showed that globally 14% of leaders and 23% of the workforce are female &ndash; these are the highest we&rsquo;ve seen but there again the rate of change is glacial and they are far below where they should be.</p>
<p>In fact, a sobering finding from the&nbsp;<a title="" href="https://www.bcs.org/articles-opinion-and-research/nearly-300-years-to-close-the-gender-gap-in-tech-without-intervention-warns-bcs/" target="_blank" rel="noopener" aria-label="">British Computer Society (BCS)</a>&nbsp;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!</p>
<p>I don&rsquo;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&rsquo;s very frustrating to see such slow progress given how fantastically suited so many women are to careers in technology.</p>
<p>Because there are so many different roles and skills needed in the industry &ndash; from technical skillsets through to broader problem solvers, communicators and creative thinkers &ndash; and women can tick all the boxes just as much as men.</p>
<p>So why isn&rsquo;t change happening faster in the technology industry? Partly it&rsquo;s because transformation just does take time.</p>
<p>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&rsquo;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&rsquo;re seeing.</p>
<h2>Losing women from the pipeline</h2>
<p>However, the problem that we continue to encounter is that too many young women join an employer &ndash; 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&rsquo;t fix that, no matter how many young women join at entry level, too few will make it through to the other side.</p>
<p>There are many reasons why so many women bounce out. Sometimes it&rsquo;s to do with the prevailing culture and attitudes of the workplace, which remain very male-dominated in many businesses. Often it&rsquo;s to do with the struggle of balancing work with family and caring responsibilities which, despite societal change, still fall disproportionately on women.</p>
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<h2>Changing the dynamic</h2>
<p>That&rsquo;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.</p>
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<p>But flexible working is only part of the story. More broadly, it&rsquo;s about changing the dynamic, it&rsquo;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&rsquo;re establishing the conditions where everyone can thrive.</p>
<p>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&rsquo;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?</p>
<p>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&rsquo;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.</p>
<h2>Creating channels for diverse voices</h2>
<p>Another way of changing the dynamic is to give the opportunity for a wider range of diverse voices to be heard.</p>
<p>Your leadership team may be lacking in some aspects of diversity &ndash; 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 &ndash; they will rarely disappoint! This can be a powerful tool not only for gender but other forms of diversity too.</p>
<p>In short, it&rsquo;s about finding ways of doing things differently. We&rsquo;ve grown up as leaders in a system that&rsquo;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&rsquo;t do this, little will actually change.</p>
<h2>Reasons for optimism</h2>
<p>I said at the beginning of this piece that I am optimistic. Given all the challenges I&rsquo;ve highlighted, you may be wondering why.</p>
<p>Firstly, we&rsquo;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&rsquo;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.</p>
<p>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&rsquo;t. More people than not look beyond outward markers like gender or ethnicity to see the capability and potential that&rsquo;s there. That&rsquo;s why I believe that we will make significant progress over time &ndash; even if I hope it doesn&rsquo;t take 283 years.</p>
<p>Let&rsquo;s celebrate all the achievements and contributions of women this International Women&rsquo;s Day &ndash; but remember that we should be doing that every day, not once a year. More accurately still, every day should be &lsquo;International Diversity Day&rsquo;. If that were the case, we&rsquo;d soon see positive change accelerating and diverse people thriving in every walk of life.</p>
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<h2>About the Author</h2>
<p><a title="" href="https://www.linkedin.com/in/bevwhite/" target="_blank" rel="noopener" aria-label="">Bev White</a>&nbsp;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.&nbsp;</p>
<p>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.</p>
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Staying optimistic on Women’s Day despite slow progress

<p class="paragraph">Harvey Nash, the leading global technology recruitment business has named&nbsp;<a title="" href="https://www.linkedin.com/in/lola-joke-yesufu-thompson/" aria-label="">Lola Yesufu</a>, the winner of its Contractor of the Year Ireland Award in recognition of her outstanding professional and skillset as a Harvey Nash Contractor.&nbsp;</p>
<p class="paragraph">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.&nbsp;</p>
<p class="paragraph">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.&nbsp;</p>
<p class="paragraph">Lola was selected as the country winner for Ireland from a pool of highly qualified and passionate nominees.&nbsp;</p>
<p class="paragraph">Lola is a Scrum master working on contract for Fidelity Investments. Her nomination highlighted the importance of self-improvement and continuous development. Lola&rsquo;s nomination clearly shows dedication to her specialism showcasing her leadership skills and clear commitment to ensuring transparent communication and fostering positive team relations.</p>
<p>Lola&rsquo;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.</p>
<p class="paragraph"><em>&ldquo;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.&rdquo; Andy Heyes, Managing Director, Harvey Nash.</em></p>
<p class="p1">Commenting on being named the 2024 Contractor of the Year for Ireland Lola added,&nbsp;<em>&ldquo;I am truly honoured and excited to be&nbsp;selected as the Irish winner of the Contractor of the Year award. This means so much to me and I wouldn&rsquo;t have made it this far without the help of my children, team and the Harvey Nash family.</em></p>
<p class="p1"><em>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&rsquo;s a recognition of the quality of our work and the impact it has on our communities.</em></p>
<p class="p1"><em>But it doesn&rsquo;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.</em></p>
<p class="p1"><em>Together, we have the opportunity to inspire others, to set new standards, and to pave the way for a brighter future.&nbsp;</em><em>Thank you once again for this incredible honour.&rdquo;</em></p>
<p class="paragraph">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.&nbsp;&nbsp;</p>
<p class="paragraph">For more information about the Harvey Nash Contractor of the Year award please contact&nbsp;<a href="mailto:Rachel.Watts@HarveyNash.com" target="_blank" rel="noopener"><strong>Rachel.Watts@HarveyNash.com</strong></a>&nbsp; &nbsp;&nbsp;</p>

Harvey Nash Ireland announces winner of Contractor of the Year Award

<p class="paragraph">Harvey Nash, the leading global technology recruitment business has named&nbsp;<a title="" href="https://www.linkedin.com/in/manoj-yerra-4756392b/" aria-label="">Manoj Yerra</a>, 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.&nbsp;</p>
<p class="paragraph">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.&nbsp;</p>
<p class="paragraph">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.&nbsp;</p>
<p class="paragraph">Manoj was selected as the country winner for UK from a pool of highly qualified and passionate nominees.&nbsp;</p>
<p>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.&nbsp;</p>
<p class="paragraph">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 &lsquo;critical&rsquo; to the business. Manoj&rsquo;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. &nbsp;</p>
<p><em>&ldquo;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.&rdquo; Andy Heyes, Managing Director, Harvey Nash.&nbsp;</em></p>
<p>Commenting on being named the 2024 Contractor of the Year for UK, Manoj added, &ldquo;<em>I am writing to express my heartfelt&nbsp;gratitude for the honour of receiving&nbsp;the 'Contractor of the Year Award' from Harvey Nash.&nbsp;</em></p>
<p><em>I am truly humbled&nbsp;and honoured&nbsp;to have been recognised in this manner. Firstly, I want to thank the entire Harvey Nash team for the&nbsp;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.&nbsp;</em></p>
<p><em>This award is a testament to my hard work and dedication. Thank&nbsp;you so much for this award. It means&nbsp;a lot to me and I am truly grateful for this recognition. Receiving&nbsp;this award affirms&nbsp;my commitment to delivering&nbsp;excellence in every project I undertake. I am deeply thankful for the opportunities I have been given and look forward&nbsp;to continuing&nbsp;to contribute to the success of our future projects.&nbsp;</em></p>
<p><em>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.&rdquo;&nbsp;</em></p>
<p class="paragraph">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.&nbsp;&nbsp;</p>
<p class="paragraph">For more information about the Harvey Nash Contractor of the Year award please contact&nbsp;<a href="mailto:Rachel.Watts@HarveyNash.com" target="_blank" rel="noopener"><strong>Rachel.Watts@HarveyNash.com</strong></a> &nbsp;&nbsp;</p>

Meet Harvey Nash UK’s Top Contractor of the Year

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<h1>What is project and programme management as a discipline?&nbsp;</h1>
<p class="Paragraph SCXW136851301 BCX8">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.&nbsp;&nbsp;</p>
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<p class="Paragraph SCXW136851301 BCX8">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.&nbsp;&nbsp;</p>
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<p class="Paragraph SCXW136851301 BCX8">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&rsquo; information technology goals.</p>
<p class="Paragraph SCXW136851301 BCX8">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.&nbsp;&nbsp;</p>
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<p class="Paragraph SCXW136851301 BCX8">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.</p>
<p class="Paragraph SCXW136851301 BCX8">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.&nbsp;&nbsp;</p>
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<p><img src="https://cdn.sourceflow.co.uk/2igwhkog89vezq4sld6tgf6jthwv" alt="Project lifecycle describe with icons stage 1 initiation what is required to put the project into action stage 2 planning who will be involved? what will be the milestones? how will success be measured? what are the risks? stage 3 execution what is getting done? stage 4 management how is progress? what information or data is there to report? stage 5 review what went well in the project? what didn't go well? how can the process be improved? " width="918" height="454"></p>
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<h1>What is a project manager?&nbsp;&nbsp;</h1>
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<p>So, what does an IT project manager do?&nbsp;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.</p>
<p>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 &lsquo;A to B&rsquo;. A project manager will normally manage individual projects to align with the business needs.</p>
<h1>What qualifications are desired by employers?</h1>
<p class="Paragraph SCXW208950657 BCX8">Some of the most common certifications/qualifications our clients look for when recruiting a project manager include:&nbsp;&nbsp;</p>
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<li class="Paragraph SCXW208950657 BCX8">Prince 2&nbsp;</li>
<li class="Paragraph SCXW208950657 BCX8">APM</li>
<li class="Paragraph SCXW208950657 BCX8">PMI</li>
<li class="Paragraph SCXW208950657 BCX8">CAPM</li>
<li class="Paragraph SCXW208950657 BCX8">IAPM&nbsp;</li>
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<p class="Paragraph SCXW208950657 BCX8">Most clients also look for BSc/MSc in a related subject, although this is not always necessary.&nbsp;</p>
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<h1>What are Programme Managers?&nbsp;&nbsp;</h1>
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<p>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.&nbsp;&nbsp;</p>
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<p class="Paragraph SCXW172015480 BCX8">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.</p>
<p class="Paragraph SCXW172015480 BCX8">These roles help an organisation manage all stakeholders and reporting which ensures effective communication across the business including to the board.</p>
<p class="Paragraph SCXW172015480 BCX8">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.</p>
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<h1>Types of jobs in Project/Programme Management&nbsp;&nbsp;</h1>
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<p>The most common job titles in this space are:&nbsp;</p>
<ul>
<li>PMO (Project Management Office)&nbsp;</li>
<li>Project Manager</li>
<li>Portfolio Manager&nbsp;</li>
<li>Programme Manager</li>
<li>Programme Director&nbsp;&nbsp;</li>
</ul>
<p>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.&nbsp;&nbsp;</p>
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<h1>What are the key project management skills?&nbsp;&nbsp;</h1>
<p>Clients generally look for a range of technical and soft skills when hiring a project or programme manager.&nbsp;</p>
<p><br>Some key skills and qualities desired are as follows:</p>
<ul>
<li>Stakeholder management&nbsp;</li>
<li>Process management</li>
<li>Project planning&nbsp;</li>
<li>Project initiation&nbsp;</li>
<li>Risk management&nbsp;</li>
<li>Communication skills&nbsp;</li>
<li>Organisation&nbsp;</li>
<li>Time management&nbsp;</li>
<li>Familiarity with project management methodologies and tools</li>
<li>Adaptable&nbsp;</li>
<li>Collaborative&nbsp;</li>
<li>Leadership skills&nbsp;&nbsp;</li>
<li>Problem-solving&nbsp;</li>
<li>Critical thinking</li>
<li>Presentation skills&nbsp;</li>
<li>Budget management&nbsp;</li>
</ul>
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<h1>What are the salary ranges for project/programme managers?&nbsp;&nbsp;</h1>
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<p class="Paragraph SCXW226095410 BCX8">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.&nbsp;</p>
<p class="Paragraph SCXW226095410 BCX8">The salary ranges mentioned below are based on what we are currently seeing offered and cover junior individuals to more senior roles.&nbsp;</p>
<p class="Paragraph SCXW226095410 BCX8">&nbsp;</p>
<p class="Paragraph SCXW226095410 BCX8"><strong>Permanent position salary ranges:&nbsp;</strong></p>
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<td>Junior to Mid-level Project Managers</td>
<td>&pound;50k - &pound;70k&nbsp;</td>
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<td>Senior Projects Managers</td>
<td>&pound;70k - &pound;90k</td>
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<td>Programme Manager&nbsp;</td>
<td>&pound;90k - &pound;110k&nbsp;</td>
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<td>Programme Director&nbsp;</td>
<td>&pound;110k - &pound;150k&nbsp;</td>
</tr>
</tbody>
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<p class="Paragraph SCXW226095410 BCX8">&nbsp;&nbsp;</p>
<p><strong>Contractors' daily rate ranges:&nbsp;</strong></p>
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<td>Junior to Mid-level Project Managers</td>
<td>&pound;500 - &pound;600&nbsp;</td>
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<td>Senior Projects Managers</td>
<td>&pound;600 - &pound;700</td>
</tr>
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<td>Programme Manager</td>
<td>&pound;700 - &pound;1,000&nbsp;</td>
</tr>
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<td>Programme Director</td>
<td>&pound;1,000 - &pound;1,500</td>
</tr>
</tbody>
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<p>&nbsp;</p>
<p>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.&nbsp;&nbsp;</p>
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<p class="Paragraph SCXW226095410 BCX8"><a href="https://harvey-nash-uk.sites.sourceflow.co.uk/contact-us" target="_blank" rel="noopener" aria-label="">Reach out to one of the team here.</a></p>
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<h1>Benefits&nbsp;&nbsp;</h1>
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<p>Most benefits offered are usually standard within the industry but can also include:&nbsp;&nbsp;</p>
<ul>
<li>Bonus (discretionary)&nbsp;</li>
<li>Private healthcare/dental&nbsp;&nbsp;</li>
<li>Uncapped annual leave&nbsp;&nbsp;</li>
<li>Specific project management training/professional development&nbsp;&nbsp;</li>
<li>Life insurance&nbsp;</li>
<li>Car allowance (in certain circumstances)&nbsp;</li>
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<h1>Career progression in project management&nbsp;&nbsp;</h1>
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<p>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.</p>
<p>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.</p>
<p>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.</p>
<p>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.</p>
<p>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.</p>
<p>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.</p>
<p>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.</p>
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<h1>Summary&nbsp;&nbsp;</h1>
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<p>Overall, project and programme management are skillsets that are always in demand due to the benefits to organisations especially accountability and project completion efficiency.</p>
<p>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&rsquo;s exciting to see how this area will evolve with the influence of emerging tech.&nbsp;&nbsp;&nbsp;&nbsp;</p>
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<h1>About the author</h1>
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<p class="Paragraph SCXW220502153 BCX8">Joe Foreman&nbsp;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.</p>
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<p class="Paragraph SCXW220502153 BCX8">If you&rsquo;d like to speak further about project and programme roles, then please&nbsp;<a href="https://harvey-nash-uk.sites.sourceflow.co.uk/contact-us" target="_blank" rel="noopener" aria-label="">get in touch</a>.&nbsp;</p>
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What is Programme and Project Management?

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<p><em>Harvey Nash UK&amp;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&nbsp;</em><a href="https://www.computing.co.uk/opinion/4173407/fractional-add-individuals-employers"><em>Computing.com</em></a><em>.</em></p>
<p>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&rsquo;s legacies is a shift in how individuals work and engage with their employer.</p>
<p>Alongside this, there is another emerging trend which may become increasingly common in future years &ndash; the notion of fractional working. This is essentially where an individual works on a freelance or contractor basis &ndash; but has a portfolio of part-time assignments simultaneously. It&rsquo;s an established mode for certain senior roles &ndash; such as a fractional CISO or CIO &ndash; but is beginning to spread further down the layers of the workforce to include more junior positions.</p>
<p>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.</p>
<p>&nbsp;</p>
<h1>Attractions of the fractional working model</h1>
<p>From an individual&rsquo;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&rsquo;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 &ndash; ideal for those who are also studying or have parental or caring responsibilities.</p>
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<p><img src="https://cdn.sourceflow.co.uk/utw0nju0kowm0m06bzqtzklt1mtn" alt="&quot;&quot;" width="395" height="220"></p>
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<div class="col-md-6">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.</div>
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<p>It won&rsquo;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.</p>
<p>&nbsp;</p>
<h1>What&rsquo;s in it for employers?</h1>
<p>From the employer&rsquo;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.</p>
<p>Nash Squared&rsquo;s&nbsp;<a href="http://www.nashsquared.com/dlr">2023 Digital Leadership Report</a>&nbsp;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.</p>
<p>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.</p>
<p>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 &ndash; 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.</p>
<p>&nbsp;</p>
<h1>The fractional leader</h1>
<p>At a senior level, the fractional or vCISO/CIO has already become an established part of the technology working landscape &ndash; and we can expect to see growth here too. For example, there are more regulations emerging requiring businesses to have a CISO.</p>
<p>Not all companies need a full-time CISO (particularly small to medium-sized companies) &ndash; 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.</p>
<p>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.</p>
<p>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.</p>
<p>&nbsp;</p>
<h1>In tune with the times</h1>
<p>At the same time, fractional team members are likely to become more common too &ndash; 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&rsquo;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.</p>
<p>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 &ndash; and so we can expect to see growing numbers of fractional workers, and employers seeking them, in the years to come.</p>
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<p>&nbsp;</p>
<h1>About the author&nbsp;</h1>
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<p><a title="" href="https://www.harveynash.co.uk/profile/andy-heyes" aria-label="">Andy Heyes&nbsp;</a>is the Managing Director Harvey Nash UKI, Central Europe, Australia &amp; Spinks. He is also a member of Nash Squared Executive Leadership Team.</p>
<p>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.&nbsp;</p>
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What is fractional working and how could it help you and employer?

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<h2>What is data maturity?</h2>
<p>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.</p>
<p>&nbsp;</p>
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<h2>Why is data maturity so important?</h2>
<p>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.</p>
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<p>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.&nbsp;</p>
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<p>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.&nbsp;</p>
<p>&nbsp;</p>
<h2>How can you improve your data maturity?</h2>
<p>There are many approaches organisations may decide to take in order to increase their data&rsquo;s maturity. The most important aspect to consider when looking at the maturity of your data is data management.</p>
<p>In short, the better your data management is, the better your data maturity will be.</p>
<p>However, simply improving your data management is not an easy task, especially when working within larger corporations. It&rsquo;s a process that needs to be broken down into smaller pieces, that add to the bigger picture.&nbsp;You can improve&nbsp;various aspects of your data management by adopting some of these common processes:</p>
<ol>
<li><strong>Define a data strateg</strong>y &ndash; 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.</li>
<li><strong>Set clear objectives and goals</strong> &ndash; 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.</li>
<li><strong>Invest in technology</strong> &ndash; 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.</li>
<li><strong>Monitor and measure progress</strong> &ndash; 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.</li>
<li><strong>Document best practices&nbsp;</strong>&ndash; 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.</li>
</ol>
<p>&nbsp;</p>
<strong>Quote from Stephen Moffit at We Are Atmosphere:</strong>
<p><em>"In order to take advantage of the potential value of AI and analytics, businesses need a good level of data maturity. This means:</em></p>
<ul>
<li><em>Robust data governance and management to ensure the quality of the data being used</em>&nbsp;<em>&nbsp; &nbsp; &nbsp;&nbsp;</em>&nbsp;<em>&nbsp; &nbsp; &nbsp;</em></li>
<li><em>Data intelligence across the business to enable everyone to understand, question and interpret the outcomes from AI and data analytical tools</em></li>
<li><em>A culture that is built around the sensible use of data to achieve value and recognise opportunities in changing markets."</em></li>
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<h2>The key benefits of ensuring data maturity</h2>
<p>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:</p>
<ul>
<li><strong>Informed decision-making</strong>&nbsp;- 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.</li>
<li><strong>Competitive advantage </strong>- 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.</li>
<li><strong>Innovation and adaptability</strong> - 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.</li>
<li><strong>Cost savings&nbsp;</strong>&ndash; A data-mature environment ensures an organisation optimises its data infrastructure, reduces data redundancy and eliminates inefficiencies resulting in cost savings</li>
<li><strong>Long-Term Sustainability</strong>&nbsp;- By investing in data maturity organisations lay a solid foundation for long-term success and sustainability.</li>
</ul>
<p>&nbsp;</p>
<h2>Final thoughts</h2>
<p>Overall data maturity is a critical aspect of an organisation's ability to harness the full potential of its data assets.</p>
<p>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.</p>
<p>&nbsp;</p>
<h2>About the Author: Daniel Neaves</h2>
<p>Daniel is a Senior Consultant within the Tech Specialisms practice focusing on the data market at Harvey Nash.&nbsp;&nbsp;</p>
<p>With over 7 years of experience within the data domain, Daniel&rsquo;s knowledge and expertise cover a broad space within the UK and German tech permanent markets.</p>
<p>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&nbsp;<a title="" href="mailto:Daniel.naves@harveynash.com" aria-label="">daniel.neaves@harveynash.com</a>&nbsp;or visit his consultant profile&nbsp;<a title="" href="https://www.harveynash.co.uk/profile/daniel-neaves" aria-label="">here</a>.</p>
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What is data maturity and why does it matter?

<p>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'.</p>
<p>This company is not affiliated with or connected in any way to Nash Squared, Harvey Nash or any businesses in the Nash Squared Group.</p>
<p>If you have any concerns, please contact&nbsp;<a href="mailto:info@nashsquared.com" data-linkindex="0">info@nashsquared.com</a>.</p>

Warning: Egyptian HVN.TV falsely claims ties to us

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<p><em>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&nbsp;</em><a href="https://www.computerweekly.com/opinion/Tech-trends-what-will-be-hot-in-2024"><em>ComputerWeekly.com</em></a><em>.</em></p>
<p>Technology is moving and developing faster than ever before. What do the next twelve months have in store?</p>
<p>We like to look ahead at the end of every year, even if we don&rsquo;t always get it right.&nbsp;<a href="https://www.nashsquared.com/post/what-will-be-trending-in-the-tech-domain-in-2023">Last year</a>, we didn&rsquo;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).</p>
<p>We also predicted that balancing the digital and the human would be key &ndash; 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 &ndash; 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.</p>
<p>Here is what we see as five really major trends next year:</p>
<p>&nbsp;</p>
<h1>1. Generative AI will need time to hit the heights</h1>
<p>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.&nbsp;</p>
<p>However, we believe that after the initial excitement and hype of 2023, people will begin to ask more searching questions around &ldquo;What can we actually do with this?&rdquo;.&nbsp;That&rsquo;s not to say that genAI won&rsquo;t lead to incredible things. But that the eureka applications of it may take a bit longer to emerge.</p>
<p>AI will become more embedded into day-to-day technology infrastructure &ndash; integrated into browsers, search engines and databases &ndash; so that it becomes less visible. This makes it even more important to get the rules around it right.</p>
<p>Regulation is expected to appear soon, such as the EU&rsquo;s AI Act, and it will be vital that this provides clear guidelines around transparency, explainability and anti-bias and disinformation measures.</p>
<p>&nbsp;</p>
<h1>2. But we will see the first massive AI-generated cyber attack</h1>
<p>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.</p>
<p>In time, the success rate of phishing campaigns could leap exponentially, from the present level of about 0.1% to anywhere around 20%.</p>
<p>Then there is &lsquo;AI poisoning&rsquo; &ndash; infecting the content that is subsumed into the learning process of an AI algorithm so that it becomes untrue, biased or downright malicious.</p>
<p>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.&nbsp;Malware potency could hit new levels, and the cyber industry will need all its skill and investment (and some help from &lsquo;good&rsquo; AI) to combat it.</p>
<p>When we put these in combination, it&rsquo;s not difficult to see the risks that generative AI poses &ndash; 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.</p>
<p>&nbsp;</p>
<h1>3. It won&rsquo;t all be about AI</h1>
<p>Although AI and generative AI will be dominant themes, other areas will continue to develop.</p>
<p>We can expect quantum computing to grow as an area of interest. Our&nbsp;<a href="https://www.nashsquared.com/2023-digital-leadership-report">2023 Digital Leadership Report</a>&nbsp;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.</p>
<p>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.&nbsp;Uptake in quantum computing will be accelerated further if governments around the world follow the UK&rsquo;s lead in committing significant investment (&pound;2.5bn) in this area.</p>
<p>Meanwhile, another non-AI discipline that we expect to see growing in 2024 is platform engineering. This featured at number 4 in Gartner&rsquo;s top ten technology trends for 2024, and we agree it&rsquo;s going to be big.</p>
<p>Through platform engineers developing self-service infrastructure, templates and frameworks, it enables developers to accelerate their productivity and get to end results faster &ndash; 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.</p>
<p>&nbsp;</p>
<h1>4. People will be frustrated about the lack of diversity progress in tech</h1>
<p>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.</p>
<p>I think 2024 will be a year when increasing numbers of stakeholders within tech will lose patience with the glacial rate of change &ndash; and what I hope they do in response is to take control of the factors they can influence.</p>
<p>That means making a difference on the ground, within individual companies and teams &ndash; reviewing not only the hiring policy and processes, but also questions such as &lsquo;who represents our team in engagement with senior leadership?&rsquo;</p>
<p>Try putting forward someone different, reflecting more diversity &ndash; and you&rsquo;ll almost certainly find they do a great job and bring a different perspective to the Board, maybe changing their perceptions.</p>
<p>It&rsquo;s by building a wave, one team and one company at a time, that change will happen.</p>
<p>&nbsp;</p>
<h1>5. The heat will rise on sustainability</h1>
<p>The fact is that the tech industry needs to do more around sustainability and the road to Net Zero.</p>
<p>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 &ndash; 58% of respondents from tech companies said they didn&rsquo;t have one, far ahead of the next two worst offenders, healthcare (51%) and business/professional services (50%). This position really isn&rsquo;t tenable.</p>
<p>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.</p>
<p>The big players already have ambitious and far-advanced programmes, but we need to see more commitment down through the industry.</p>
<p>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?</p>
<p>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.&nbsp;As a sector, the time has come for technology to grasp the nettle. This will be placed under a fiercer microscope in 2024.</p>
<p>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.</p>
<p>Whatever happens, technology will remain critically important to most organisations&rsquo; operating models and transformation aspirations &ndash; putting those technology businesses who are really focused on serving their customers&rsquo; needs in a strong position to flourish.</p>
<p>&nbsp;</p>
<h1>About the Author: Bev White</h1>
<p>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.&nbsp;</p>
<p>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.</p>
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Tech trends: what will be hot in 2024?

<div class="ewa-rteLine"><em>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.</em></div>
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<h1 class="ewa-rteLine">Don&rsquo;t try to use AI to solve everything at once &ndash; be clear about what specific use cases you want</h1>
<div class="ewa-rteLine">Artificial Intelligence (AI) and in particular generative AI has the potential to be truly transformative. It&rsquo;s the next great evolution of how we use technology, following on from the mass cloud adoption of the last fifteen years.</div>
<div class="ewa-rteLine">&nbsp;</div>
<div class="ewa-rteLine">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?</div>
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<h1 class="ewa-rteLine">At the AI tipping point</h1>
<div class="ewa-rteLine">It&rsquo;s a question that&rsquo;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 &ndash; but only 15% of them feel prepared for the demands of generative AI.</div>
<div class="ewa-rteLine">&nbsp;</div>
<div class="ewa-rteLine">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 &ldquo;excitement, confusion and concern in apparently equal measure.&rdquo; For probably the first time in my career, people are genuinely having conversations around &ldquo;Just because we can, should we?&rdquo; AI is raising a whole new set of questions and debates.</div>
<div class="ewa-rteLine">&nbsp;</div>
<div class="ewa-rteLine">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&rsquo;s something I&rsquo;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?</div>
<div class="ewa-rteLine">&nbsp;</div>
<h1 class="ewa-rteLine">Cloud parallels</h1>
<div class="ewa-rteLine">I have mentioned cloud already &ndash; 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 &lsquo;shadow IT&rsquo; and a loss of control within the organisation. But the most successful leaders realised that this was something that couldn&rsquo;t be held back &ndash; they needed to embrace it and manage it by leading the evolution rather than attempting to micro-manage it.</div>
<div class="ewa-rteLine">&nbsp;</div>
<div class="ewa-rteLine">The same applies here. In fact, it applies even more. Because whereas there was a degree of optionality over cloud and SaaS &ndash; it was essentially up to the CIO whether and when the organisation moved to it &ndash; with generative AI there isn&rsquo;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.</div>
<div class="ewa-rteLine">&nbsp;</div>
<div class="ewa-rteLine">Education and guidance for staff</div>
<div class="ewa-rteLine">That&rsquo;s why supportive guidance and policies for staff are essential because there are some obvious risks to generative AI.</div>
<div class="ewa-rteLine">&nbsp;</div>
<div class="ewa-rteLine">At a basic level, these include:</div>
<div class="ewa-rteLine">● Copying and pasting commercially sensitive information</div>
<div class="ewa-rteLine">&nbsp;</div>
<div class="ewa-rteLine">● Using AI for research but not being aware the results may be flawed</div>
<div class="ewa-rteLine">&nbsp;</div>
<div class="ewa-rteLine">● Using AI to create content, but not being aware of the potential copyright issues</div>
<div class="ewa-rteLine">&nbsp;</div>
<div class="ewa-rteLine">● Overestimating the usefulness of AI &ndash; at the moment, most people can detect whether an article or other content has been written mostly by AI</div>
<div class="ewa-rteLine">&nbsp;</div>
<div class="ewa-rteLine">Data privacy and confidentiality is a particular issue &ndash; it is the second highest concern in our Digital Leadership Report (36% of tech leaders), ranking only behind the need for effective regulation (42%).</div>
<div class="ewa-rteLine">&nbsp;</div>
<div class="ewa-rteLine">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 &ndash; holding training and awareness sessions, discussion forums, online training resources etc.</div>
<div class="ewa-rteLine">&nbsp;</div>
<h1 class="ewa-rteLine">Building the approach</h1>
<div class="ewa-rteLine">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 &ndash; and for other businesses that have not yet started &ndash; is to remember a few simple key principles.</div>
<div class="ewa-rteLine">&nbsp;</div>
<div class="ewa-rteLine">Firstly, remember that AI does not fall under the sole ownership of the IT function &ndash; 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.</div>
<div class="ewa-rteLine">&nbsp;</div>
<div class="ewa-rteLine">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&rsquo;t try to use AI to solve everything at once &ndash; be clear about what specific use cases you want to employ it for.</div>
<div class="ewa-rteLine">&nbsp;</div>
<div class="ewa-rteLine">This could be any of a myriad of things including:</div>
<div class="ewa-rteLine">● To automate a specific process to make it faster and more efficient</div>
<div class="ewa-rteLine">&nbsp;</div>
<div class="ewa-rteLine">● To help staff produce content more easily, such as reports, articles, reviews, presentations, meeting summaries or document templates</div>
<div class="ewa-rteLine">&nbsp;</div>
<div class="ewa-rteLine">● To research different models and designs of certain products and services</div>
<div class="ewa-rteLine">&nbsp;</div>
<div class="ewa-rteLine">● To find specific facts or pieces of information from a very large data field</div>
<div class="ewa-rteLine">&nbsp;</div>
<div class="ewa-rteLine">● To improve the external customer experience such as through help functions or predictive capabilities, anticipating their needs</div>
<div class="ewa-rteLine">&nbsp;</div>
<div class="ewa-rteLine">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 &ldquo;BonBon&rdquo;. Using OpenAI&rsquo;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.</div>
<div class="ewa-rteLine">&nbsp;</div>
<div class="ewa-rteLine">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.</div>
<div class="ewa-rteLine">&nbsp;</div>
<h1 class="ewa-rteLine">Be clear on your ambition</h1>
<div class="ewa-rteLine">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 &ndash; what some would describe as a &lsquo;laggard&rsquo; &ndash; minimising risk and waiting until the technology and the use cases are more widely available and their robustness is proven?</div>
<div class="ewa-rteLine">&nbsp;</div>
<div class="ewa-rteLine">For some, early adoption makes powerful sense &ndash; 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.</div>
<div class="ewa-rteLine">&nbsp;</div>
<div class="ewa-rteLine">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 &ndash; we want it to be omnipresent but not omnipotent. That&rsquo;s the balance we need to collectively strive for.</div>
<div class="ewa-rteLine">&nbsp;</div>
<h1 class="ewa-rteLine">About the author</h1>
<div class="ewa-rteLine">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&rsquo;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.</div>

What’s the smart way of moving forward with Artificial Intelligence?

<div class="ewa-rteLine">As we enter 2024, the economic outlook is cautiously improving &ndash; and this should translate into an improving market for technology recruitment.</div>
<div class="ewa-rteLine">&nbsp;</div>
<h1 class="ewa-rteLine">2023 &ndash; a year of consolidation</h1>
<div class="ewa-rteLine">Volumes of tech recruitment in 2023 were lower than those seen in the post-Covid &lsquo;boom&rsquo; years of 2021 and 2022 when there was an explosion of investment in technology solutions and, therefore, people. This doesn&rsquo;t mean that 2023 was a poor year &ndash; it was more a case of the market returning to normal pre-pandemic levels.</div>
<div class="ewa-rteLine">&nbsp;</div>
<div class="ewa-rteLine">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.</div>
<div class="ewa-rteLine">&nbsp;</div>
<h1 class="ewa-rteLine">An improving outlook &ndash; but risk factors remain</h1>
<div class="ewa-rteLine">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.</div>
<div class="ewa-rteLine">&nbsp;</div>
<div class="ewa-rteLine">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.</div>
<div class="ewa-rteLine">&nbsp;</div>
<div class="ewa-rteLine">Then there is more &lsquo;normal&rsquo; 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 &lsquo;wait and see&rsquo; amongst some businesses in the months immediately leading up to the election, with some recruitment being paused or slowed down.</div>
<div class="ewa-rteLine">&nbsp;</div>
<div class="ewa-rteLine">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.</div>
<div class="ewa-rteLine">&nbsp;</div>
<div class="ewa-rteLine">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.</div>
<div class="ewa-rteLine">&nbsp;</div>
<h1 class="ewa-rteLine">2024 sector trends</h1>
<div class="ewa-rteLine">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.</div>
<div class="ewa-rteLine">&nbsp;</div>
<div class="ewa-rteLine">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.</div>
<div class="ewa-rteLine">&nbsp;</div>
<div class="ewa-rteLine">Certainly, we know from our <a href="https://www.harveynash.co.uk/research-whitepapers/digital-leadership-report">2023 Digital Leadership Report</a>, which surveyed over 2,100 technology leaders around the world, that talent remains high on the agenda &ndash; 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.</div>
<div class="ewa-rteLine">&nbsp;</div>
<h1 class="ewa-rteLine">Permanent vs contractor</h1>
<div class="ewa-rteLine">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.</div>
<div class="ewa-rteLine">&nbsp;</div>
<div class="ewa-rteLine">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&rsquo;re also seeing &lsquo;fractional&rsquo; 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?</div>
<div class="ewa-rteLine">&nbsp;</div>
<h1 class="ewa-rteLine">Diverse talent pools; AI unknowns</h1>
<div class="ewa-rteLine">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.</div>
<div class="ewa-rteLine">&nbsp;</div>
<div class="ewa-rteLine">Our Digital Leadership Report shows that the representation of women in the technology workforce remains disappointingly low &ndash; only 14% of leaders and 23% of the workforce overall &ndash; 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.</div>
<div class="ewa-rteLine">&nbsp;</div>
<div class="ewa-rteLine">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&rsquo;t yet seen having a major impact on recruitment &ndash; despite all the hype &ndash; 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 &ndash; 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.</div>
<div class="ewa-rteLine">&nbsp;</div>
<h1 class="ewa-rteLine">Agenda for growth</h1>
<div class="ewa-rteLine">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.</div>
<div class="ewa-rteLine">&nbsp;</div>
<h1 class="ewa-rteLine">About the author:</h1>
<div class="ewa-rteLine"><a href="https://www.harveynash.co.uk/team/andy-heyes">Andy Heyes</a> is the Managing Director for Harvey Nash UK&amp;I, Central Europe, AUS &amp; Spinks and is also a member of the Nash Squared Executive Leadership Team.</div>
<div class="ewa-rteLine">&nbsp;</div>
<div class="ewa-rteLine">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.</div>
<div class="ewa-rteLine">&nbsp;</div>
<div class="ewa-rteLine">Under his leadership, the Harvey Nash business has successfully grown to what it is today. Andy believes in a very &lsquo;human&rsquo; approach, focusing on developing people and ensuring our clients, candidates and contractor communities are at the heart of everything we do.</div>

Tech recruitment outlook solid in a normalising market

<h1 class="ewa-rteLine">What is Data Analytics?</h1>
<div class="ewa-rteLine">Data analytics is the process of examining, cleaning, transforming, and modelling data to extract useful information, draw conclusions, and support decision-making.</div>
<div class="ewa-rteLine">&nbsp;</div>
<div class="ewa-rteLine">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.</div>
<div class="ewa-rteLine">&nbsp;</div>
<div class="ewa-rteLine">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.</div>
<div class="ewa-rteLine">&nbsp;</div>
<div class="ewa-rteLine">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&rsquo;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.</div>
<div class="ewa-rteLine">&nbsp;</div>
<div class="ewa-rteLine">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.</div>
<div class="ewa-rteLine">&nbsp;</div>
<h1 class="ewa-rteLine">Types of Jobs in Data Analytics</h1>
<div class="ewa-rteLine">The most common job titles are:</div>
<ul>
<li class="ewa-rteLine">Data Analyst</li>
<li class="ewa-rteLine">Data Engineer</li>
<li class="ewa-rteLine">Data Scientist</li>
<li class="ewa-rteLine">BI Developer (Business Intelligence)</li>
<li class="ewa-rteLine">BI Analyst (Business Intelligence)</li>
<li class="ewa-rteLine">Data Architect</li>
<li class="ewa-rteLine">Head of Data</li>
<li class="ewa-rteLine">Data Warehouse Developer</li>
<li class="ewa-rteLine">Database Administrator</li>
</ul>
<div class="ewa-rteLine">&nbsp;</div>
<h1 class="ewa-rteLine">Data Analytics job descriptions</h1>
<div class="ewa-rteLine"><strong>Data Analyst</strong></div>
<div class="ewa-rteLine">3+ years&rsquo; experience</div>
<div class="ewa-rteLine">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.</div>
<div class="ewa-rteLine">&nbsp;</div>
<div class="ewa-rteLine">&nbsp;</div>
<div class="ewa-rteLine"><strong>Data Engineer</strong></div>
<div class="ewa-rteLine">3+ years&rsquo; experience</div>
<div class="ewa-rteLine">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.</div>
<div class="ewa-rteLine">&nbsp;</div>
<div class="ewa-rteLine">&nbsp;</div>
<div class="ewa-rteLine"><strong>BI Developer</strong></div>
<div class="ewa-rteLine">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.</div>
<div class="ewa-rteLine">&nbsp;</div>
<div class="ewa-rteLine">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.</div>
<div class="ewa-rteLine">&nbsp;</div>
<div class="ewa-rteLine">&nbsp;</div>
<div class="ewa-rteLine"><strong>Data Scientist</strong></div>
<div class="ewa-rteLine">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.</div>
<div class="ewa-rteLine">&nbsp;</div>
<div class="ewa-rteLine">&nbsp;</div>
<div class="ewa-rteLine"><strong>Data Architect</strong></div>
<div class="ewa-rteLine">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.</div>
<div class="ewa-rteLine">&nbsp;</div>
<div class="ewa-rteLine">&nbsp;</div>
<div class="ewa-rteLine"><img src="https://cdn.sourceflow.co.uk/msy3ighthtd754gnuwuvyshfgt2v" alt="An image showing the difference between a data scientist and a data engineer." width="918" height="454"></div>
<div class="ewa-rteLine">&nbsp;</div>
<h1 class="ewa-rteLine">Data Analytics Languages</h1>
<div class="ewa-rteLine">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.</div>
<div class="ewa-rteLine">&nbsp;</div>
<div class="ewa-rteLine">The most common programming languages we see are:</div>
<ul>
<li class="ewa-rteLine">SQL (Structured query language)</li>
<li class="ewa-rteLine">Python</li>
<li class="ewa-rteLine">Scala</li>
<li class="ewa-rteLine">ETL (Extract, transform and load)</li>
<li class="ewa-rteLine">ELT (extract, load and transform)</li>
<li class="ewa-rteLine">Microsoft Power BI</li>
<li class="ewa-rteLine">Tableau</li>
<li class="ewa-rteLine">QlikView</li>
<li class="ewa-rteLine">AWS (Amazon Web Services)</li>
<li class="ewa-rteLine">GCP (Google Cloud Platform)</li>
<li class="ewa-rteLine">Azure</li>
</ul>
<div class="ewa-rteLine">&nbsp;</div>
<h1 class="ewa-rteLine">Data Analytics Salary Ranges</h1>
<div class="ewa-rteLine">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 &ndash; when looking into &lsquo;heads of&rsquo; roles and manager roles the salary level tends to be &pound;120k +.</div>
<div class="ewa-rteLine">&nbsp;</div>
<div class="ewa-rteLine">
<table style="border-collapse: collapse; width: 99.9921%; height: 138.38px;" border="1"><colgroup><col style="width: 50%;"><col style="width: 50%;"></colgroup>
<tbody>
<tr style="height: 19.7685px;">
<td><strong>Job title</strong></td>
<td><strong>&nbsp;Salary range</strong></td>
</tr>
<tr style="height: 19.7685px;">
<td>Data Scientist</td>
<td>&nbsp;&pound;60k - &pound;90k</td>
</tr>
<tr style="height: 19.7685px;">
<td>Data Engineer</td>
<td>&nbsp;&pound;50k - &pound;90k</td>
</tr>
<tr style="height: 19.7685px;">
<td>Data Analyst/BI Analyst</td>
<td>&nbsp;&pound;35k - &pound;50k</td>
</tr>
<tr style="height: 19.7685px;">
<td>Database Administrator</td>
<td>&nbsp;&pound;45k - &pound;75k</td>
</tr>
<tr style="height: 19.7685px;">
<td>Data Architect</td>
<td>&nbsp;&pound;75k - &pound;115k</td>
</tr>
</tbody>
</table>
</div>
<div class="ewa-rteLine">&nbsp;</div>
<div class="ewa-rteLine">&nbsp;</div>
<div class="ewa-rteLine">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.</div>
<div class="ewa-rteLine">&nbsp;</div>
<div class="ewa-rteLine">&nbsp;</div>
<div class="ewa-rteLine"><img src="https://cdn.sourceflow.co.uk/agmvawa397ghi3af57bc3nbeyqcc" alt="&quot;&quot;" width="918" height="454"></div>
<div class="ewa-rteLine">&nbsp;</div>
<h1 class="ewa-rteLine">Work Environment</h1>
<div class="ewa-rteLine">Due to the nature of data analytics, predominantly being system-based and little collaboration, the roles are well suited to remote working. We&rsquo;ve seen working from home (WFH)/Hybrid working being a large part of the overall tech world and it is no different in data.</div>
<div class="ewa-rteLine">&nbsp;</div>
<div class="ewa-rteLine">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.</div>
<div class="ewa-rteLine">&nbsp;</div>
<h1 class="ewa-rteLine">Benefits</h1>
<div class="ewa-rteLine">Other benefits offered are usually standard within the industry such as:</div>
<ul>
<li class="ewa-rteLine">Private Healthcare/Dental</li>
<li class="ewa-rteLine">Pension contribution (non-contributory/matched)</li>
<li class="ewa-rteLine">Annual leave (+ ability to purchase/sell additional days)</li>
<li class="ewa-rteLine">Vouchers/allowance for online/personal learning &amp; development</li>
<li class="ewa-rteLine">Gym membership</li>
<li class="ewa-rteLine">Bonus (Discretionary)</li>
<li class="ewa-rteLine">Team Dynamic/Inclusion &amp; Diversity</li>
</ul>
<div class="ewa-rteLine">&nbsp;</div>
<div class="ewa-rteLine">&nbsp;</div>
<div class="ewa-rteLine">Teams nowadays are normally working in an &ldquo;Agile&rdquo; way, and are composed of Engineers, Scientists and Analysts, with Architects getting involved earlier on in projects in most instances.</div>
<div class="ewa-rteLine">&nbsp;</div>
<div class="ewa-rteLine">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.</div>
<div class="ewa-rteLine">&nbsp;</div>
<h1 class="ewa-rteLine">Career Progression in Data Analytics</h1>
<div class="ewa-rteLine">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.</div>
<div class="ewa-rteLine">&nbsp;</div>
<div class="ewa-rteLine">&nbsp;</div>
<div class="ewa-rteLine">A typical progression route example is below:</div>
<div class="ewa-rteLine">&nbsp;</div>
<div class="ewa-rteLine">&nbsp;</div>
<div class="ewa-rteLine"><img src="https://cdn.sourceflow.co.uk/xj51apm20zqximlkpqapj0czb6pc" alt="An image showing the career progression of someone working in data analytics." width="918" height="454"></div>
<div class="ewa-rteLine">&nbsp;</div>
<div class="ewa-rteLine">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.</div>
<div class="ewa-rteLine">&nbsp;</div>
<h1 class="ewa-rteLine">Data Analytics Job Trends</h1>
<div class="ewa-rteLine">What&rsquo;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.</div>
<div class="ewa-rteLine">&nbsp;</div>
<div class="ewa-rteLine">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.</div>
<div class="ewa-rteLine">&nbsp;</div>
<div class="ewa-rteLine">With this in mind where will some of this investment go and what are the trends we&rsquo;re seeing in this space?</div>
<div class="ewa-rteLine">&nbsp;</div>
<div class="ewa-rteLine"><strong>AI</strong></div>
<div class="ewa-rteLine">The integration of AI and ML techniques to enhance predictive analytics, automate decision-making processes, and improve overall data analysis capabilities.</div>
<div class="ewa-rteLine">&nbsp;</div>
<div class="ewa-rteLine"><strong>Big Data Analytics</strong></div>
<div class="ewa-rteLine">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.</div>
<div class="ewa-rteLine">&nbsp;</div>
<div class="ewa-rteLine"><strong>Cloud-based analytics</strong></div>
<div class="ewa-rteLine">The adoption of cloud computing for data storage, processing, and analysis, providing scalability, flexibility, and cost-effectiveness.</div>
<div class="ewa-rteLine">&nbsp;</div>
<div class="ewa-rteLine"><strong>Augmented Analytics</strong></div>
<div class="ewa-rteLine">The use of AI and ML to automate and enhance data preparation, insight discovery, and the generation of actionable insights.</div>
<div class="ewa-rteLine">&nbsp;</div>
<h1 class="ewa-rteLine">Summary</h1>
<div class="ewa-rteLine">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&rsquo;re expecting continued high demand for these roles.</div>
<div class="ewa-rteLine">&nbsp;</div>
<div class="ewa-rteLine">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 <a href="https://www.linkedin.com/company/harvey-nash/?viewAsMember=true">LinkedIn</a>, or visit our <a href="https://www.harveynash.co.uk">website </a>for the latest roles and networking events.</div>
<div class="ewa-rteLine">&nbsp;</div>
<h1 class="ewa-rteLine">Authors</h1>
<div class="ewa-rteLine">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.</div>
<div class="ewa-rteLine">&nbsp;</div>
<div class="ewa-rteLine"><a href="https://www.harveynash.co.uk/team/callum-stephens">Callum Stephens</a> 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.</div>
<div class="ewa-rteLine">&nbsp;</div>
<div class="ewa-rteLine">If you&rsquo;d like to speak further about data, BI and analytics roles then please get in touch.</div>

Understanding roles within Data Analytics

<p><em>By Bev White, CEO, Nash Squared and Lily Haake, Associate Director - Search and Interim, Harvey Nash. This article originally appeared in <a href="https://www.computerweekly.com/opinion/We-mustnt-let-the-return-to-offices-kill-the-growth-of-women-in-tech">Computer Weekly</a>.</em></p>
<p>As the Covid pandemic recedes further into memory, so the working landscape is changing. The &lsquo;work from anywhere&rsquo; mantra that dominated during the pandemic and the recovery period afterwards has begun to recede. Growing numbers of businesses &ndash; and many big tech players &ndash; are insisting that employees spend at least some of the working week physically in the office.</p>
<p>But could this bring a risk to the efforts to raise the number of women in the technology industry?</p>
<p>This year&rsquo;s <a href="https://www.harveynash.co.uk/digital-leadership-report">Nash Squared Digital Leadership Report,</a> 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.</p>
<p>&nbsp;</p>
<p><a href="https://www.harveynash.co.uk/digital-leadership-report"><img src="https://cdn.sourceflow.co.uk/nwmhi8ee8oe7zv52yoy1ndgs8lib" alt="&quot;&quot;" width="395" height="220"></a></p>
<p><br>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.</p>
<h1>Slow progress on gender diversity</h1>
<p>Getting this right remains a key issue because women are still woefully under-represented in the tech industry. This year&rsquo;s <a href="https://www.harveynash.co.uk/digital-leadership-report">Digital Leadership Report</a> 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.</p>
<p>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.</p>
<p>Figures from last year&rsquo;s Tech Talent Charter &ndash; a movement designed to drive greater diversity in tech, which Nash Squared along with around 700 other businesses is a signatory to &ndash; 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.</p>
<p>This just underlines the risk of the gender diversity position in tech getting even worse.</p>
<p>&nbsp;</p>
<h1>Getting the in-office balance right</h1>
<p>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&rsquo;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&rsquo;s mental health and wellbeing.</p>
<p>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.</p>
<p>Our research finds that this is most commonly for two or three days &ndash; with large organisations tending to favour three, and smaller companies tending to specify two. But there is wide variation too &ndash; about 10% of businesses have a mandate for just one day in the office; while 15% require either four or five.</p>
<p>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 &lsquo;right&rsquo; versus &lsquo;wrong&rsquo;.</p>
<p>&nbsp;</p>
<h1>Threat to the diversity agenda</h1>
<p>However, our research suggests that there is a real threat to the diversity agenda if businesses push the in-office mandate too far.</p>
<p>Two or three days a week in the office appears to be optimal in most cases &ndash; moving that to four or five could have the result of deterring female participation and losing talent. This could apply at every level.</p>
<p>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.</p>
<p>It isn&rsquo;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.</p>
<p>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&rsquo;s a two-way street.</p>
<p>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.</p>
<p>It may well be worth reflecting on whether they were happy with their diversity position back then. The answer is probably &lsquo;no&rsquo;. It follows that to move the dial, they are likely to need to adopt a different model now.</p>
<p>&nbsp;</p>
<h1>Boost in ethnic minority representation</h1>
<p>While this year&rsquo;s research shows disappointingly static figures for women, it does reveal some encouraging news on ethnicity &ndash; the proportion of the tech workforce from an ethnic minority background has risen to 25% this year, from 21% in 2022.</p>
<p>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.</p>
<p>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.</p>
<p>&nbsp;</p>
<h1>Safeguarding progress</h1>
<p>There is a mixed picture when assessing progress on diversity in this year&rsquo;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.</p>
<p>In the meantime, our hope is that the &lsquo;return to the office&rsquo; 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.</p>
<p>&nbsp;</p>
<h1>About the authors</h1>
<p><a href="https://www.harveynash.co.uk/profile/bev-white">Bev White</a>, CEO of Nash Squared and <a href="https://www.harveynash.co.uk/profile/lily-haake">Lily Haake</a>, Associate Director - Search and Interim, Harvey Nash.</p>
<p>The Digital Leadership Report 2023 is based on the world&rsquo;s largest and longest running annual survey of technology/digital leadership.</p>
<p>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.</p>

Don’t Let Office Return Stall Women’s Growth in Tech

<p>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.&nbsp;</p>
<p>&nbsp;</p>
<h1>Software Engineering job titles</h1>
<p>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:</p>
<ul>
<li>Software Developer</li>
<li>Software Engineer</li>
<li>Software Architect</li>
<li>Technical Architect</li>
<li>Analyst Programmer</li>
<li>Full Stack Developer</li>
</ul>
<p>From the above roles, businesses can promote you to positions such as a senior software engineer, manager or even head of department.</p>
<p>&nbsp;</p>
<h1>Programming languages for Software Engineers</h1>
<p>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.</p>
<p>There are a number of programming languages used by software engineers every single day. The most common programming languages we see are:</p>
<ul>
<li>Java</li>
<li>Python</li>
<li>Javascript</li>
<li>C++</li>
<li>C#</li>
<li>SQL</li>
</ul>
<p>&nbsp;</p>
<h1>Salary ranges for Software Engineers</h1>
<p>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.<br>Harvey Nash recruits for both permanent and contract developers and the salary/daily rate ranges are usually (but not exclusively) within the ranges below:</p>
<table style="border-collapse: collapse; width: 100%;" border="1"><colgroup><col style="width: 50%;"><col style="width: 50%;"></colgroup>
<tbody>
<tr>
<td><strong>Role Type</strong></td>
<td><strong>Salary Ranges</strong></td>
</tr>
<tr>
<td>Permanent (yearly salary)</td>
<td>&nbsp;&pound;40,000 - &pound;150,000</td>
</tr>
<tr>
<td>Contract (daily rates)</td>
<td>&nbsp;&pound;400 - &pound;1,000</td>
</tr>
</tbody>
</table>
<p>&nbsp;</p>
<p>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.</p>
<p>&nbsp;</p>
<h1>Perks of the role</h1>
<p>A common question that gets asked by any software engineer is about the work from home (WFH)/hybrid working policy for a particular role.<br>Generally speaking, the majority of developers we speak to look to work from home as much as possible or indeed fully remote if possible.</p>
<p>This is due to the fact that most developers have better setups at home and also like to &ldquo;plug-in&rdquo; with minimal distractions, given the nature of the work.</p>
<ul>
<li>Other benefits offered are usually standard within industry such as:</li>
<li>Private Healthcare/Dental</li>
<li>Pension contribution (non-contributory/matched)</li>
<li>Annual leave (+ ability to purchase/sell additional days</li>
<li>Vouchers/allowance for online/personal learning &amp; development</li>
<li>Gym membership</li>
<li>Bonus (Discretionary)</li>
</ul>
<p>&nbsp;</p>
<p><img src="https://cdn.sourceflow.co.uk/pxg0653u43e593fonebtatf5uwbs" alt="&quot;&quot;" width="395" height="220"></p>
<p>&nbsp;</p>
<h1>Team dynamics and inclusion</h1>
<p>Teams nowadays tend to work as &ldquo;Agile&rdquo; teams, consisting of developers, testers, business analysts and product or scrum masters.</p>
<p>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.</p>
<p>Software engineering as a whole, has historically been a very male dominated industry but recently, we&rsquo;ve seen the number of female candidates in the market increase year on year which is really encouraging.</p>
<p>&nbsp;</p>
<p><img src="https://cdn.sourceflow.co.uk/bnvgr77e3moi3rkxsiyv5st1cwx1" alt="&quot;&quot;" width="395" height="220"></p>
<h1><br>Career progression for a Software Engineer</h1>
<p>There are lots of ways in which software engineers can progress their careers and often the CIO&rsquo;s/CTO&rsquo;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.&nbsp;</p>
<p>&nbsp;</p>
<h1>Current trends in the Software Engineering industry</h1>
<p>Currently, we&rsquo;re seeing that Python is the most in demand skill set closely followed by Java and Javascript.</p>
<p>We believe lots of companies are choosing Python for newer projects because it&rsquo;s easy to learn and work with, as well as being extremely versatile.</p>
<p>We&rsquo;re also seeing companies regularly looking for &ldquo;full-stack&rdquo; developers for their positions, which means candidates need experience in both front-end and back-end programming languages.</p>
<p>The use of &ldquo;Devops&rdquo; principles is also a skillset that is becoming a &ldquo;must-have&rdquo; for senior level developers, with the use of containerisation tools such as Docker or Kubernetes being the most popular.</p>
<p>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.</p>
<h1>Summary</h1>
<p>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.&nbsp;</p>
<p><br>For more insights, advice, or to explore available roles, visit our <a href="https://www.harveynash.co.uk/">website </a>for the <a href="https://www.harveynash.co.uk/jobs">latest roles</a> and networking events.</p>
<h1>About the author</h1>
<p><a href="https://www.harveynash.co.uk/profile/alexander-reeder">Alex</a> 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.&nbsp;</p>
<p>If you&rsquo;d like to speak further about Software Engineering then please email Alex <a href="mailto:alexander.reeder@harveynash.com;%20ukmarketing@harveynash.com?subject=Find%20out%20more%20-%20Software%20Engineering">here</a>.</p>

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