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

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

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

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

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

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

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

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

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