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

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

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

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

Harvey Nash Global insights, in collaboration with LinkedIn, into the current state of the tech job market, salaries, jobs satisfaction and more.

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.