Lucia Delves joins Stanton House

Lucia Delves joins Stanton House today as a Data and Reporting Specialist. She joins our finance team with an extensive history in data management and will work with Stanton House to both protect and enhance our data quality.  Jo Finch, Finance Director at Stanton House, said: “I am delighted to welcome Lucia to the team. Data is such an important asset and Lucia will ensure that we treat it with the respect it deserves and ensure we enhance how it is used for the benefits of our clients and our customers.” You can welcome Lucia on LinkedIn. 

Sophie Baker joins Stanton House in Hong Kong as Consultant

Sophie Baker joins Stanton House today having spent four years working in the recruitment industry in Hong Kong, specialising in Supply Chain and Logistics. Sophie now joins our Head of Asset Management, Fergus Hardy, in building an international Investment Desk to provide a full suite of front office hiring capabilities across Asia-Pacific. Fergus said: “Sophie has a strong eye for detail, is thorough in her assessments of candidates and has a rich and diverse history in both recruitment and teaching across Thailand, Hong Kong and the UK. This demonstrates Sophie’s strong work ethic and passion for people and we are both excited to have her on board and convinced she will contribute very quickly to the growth of our team.” You can welcome Sophie on LinkedIn here.

How do we safeguard evolving technology?

Technology is constantly being superseded. Our iPhones need updating almost bi-weekly, our workday is often dependent upon Windows restarting and Facebook seems to enjoy a makeover on a monthly basis. The pace in which our technology moves is fascinating but we are not yet at the stage where we can comfortably move alongside it meaning it’s incredibly hard to safeguard and even harder to protect. Take your iPhone for example. You will receive a message to tell you it’s time for a software update and it might be hours, days or even weeks before you find the time to do it – then finding yourself with insufficient battery for the download and putting it off again. And don’t get me started on IoT, how do you upgrade or patch your toothbrush, Alexa or kids toys?  Microsoft is another example. Your Word may have updated overnight; or during that all-important meeting which is always helpful, and it’s time to save your document. It’s now your responsibility as the user of this technology to save the document in the correct format rather than expect it to happen for you. Technology is moving light years ahead of our current processes causing some annoyance on a daily basis but more importantly, from a Cyber Security perspective, it’s leaving everyone who isn’t on top of it wide open. A new piece of technology could seem secure on day one but what about day 100?  Artificial Intelligence can self-heal, self-upgrade and monitor itself – essentially do all of the things we can’t do ourselves, but, it also means we rely on AI and if it evolves too much, it can move into another realm and go from working for us to against us quite quickly.  We need to start from scratch and create security by design. Hence the emergence of DevSecOps. You can’t build something and then think about its security later – all technology has to be designed with security in mind which could help us to secure AI and safeguard our evolving technology but by its very nature, AI is made to constantly evolve. That’s one race we are never going to win. I’d like to hear from you – do you think it’s possible to safeguard evolving technology

Are you ready for RPA?

Finance professionals from more than 25 organisations joined us this morning to learn more about Robotic Process Automation. The group attended our Focus on Finance Transformation event in Reading to listen to Colin Mason and Phil Sage document their shared sixty years of experience in financial automation and discuss how they too can implement RPA in their own organisations.  The two-hour panel event explored the four levels of RPA, how it can add value to a business and how professionals can avoid failure while building a case for change. The two thought-leaders also discussed options for delivery and how to break data down into business terms for a wider leadership team. From defining ‘bots’ to choosing the right vendor in an age of GDPR, the panel opened up the floor to a question and answer session and gave all of our guests an invaluable first lesson in how to implement RPA. We will be creating an insight paper on Robotic Process Automation, detailing all of the conversations had today. To receive a copy of this paper once published, please follow the button below and in the meantime, join the conversation – are you ready for RPA? Request your copy  

Is transitioning between start-up and corporate culture achievable for finance professionals?

With larger firms outsourcing many of their transactional services and start-up companies continuing to dominate the marketplace, more finance professionals than ever before are considering a move into the disruptive world but is there a way back into established life? It appears companies are reluctant to hire finance professionals with start-up experience; despite their calibre, and it’s not just grade A professionals that are suffering as a result. These are the very same organisations that are struggling to attract the top tier of talent and this scenario could be easily resolved with mutually-beneficial results if organisations were open to the idea of career diversity and saw the huge value it can bring into their business. Professionals who have worked in both the corporate and start-up world are often agile, dynamic, quick and a sucker for process. Structure, time-management and hierarchy has been ingrained in them from their years of corporate life while their days inside a start-up taught them to think quickly, adapt to new technologies and balance several hats. Career diversity is a huge attribute to any finance professional and it’s time companies took it seriously. We have just finished producing a white paper exploring the transition senior finance professionals make between established and disruptive companies. We speak to thought-leaders and industry experts who have made their own evolution between the two and offer advice to companies looking to attract the right talent while guiding professionals looking for their perfect company. To receive a copy of our exclusive paper, please get in touch and in the meantime – join the conversation, is a transition between start-up and corporate culture an achievable one for finance professionals?

Is Reverse-Mentoring about to change the culture of Hong Kong?

Hong Kong offers a dynamic way of life not comparable to anywhere else in the world.  It is vibrant, fast-paced and culturally diverse but with an array of professionals finding their way into the heart of Hong Kong everyday - how do we encourage inclusivity and acceptance? The ethnic make-up of Hong Kong varies wildly and according to 2016 census Report, includes 35,069 Brits and 15,749 Americans. With so many different cultures congregating in the workplace it is vital organisations invest their time into improving their culture and it seems there’s a quick solution that can bring with it a range of commercial benefits. Reverse-Mentoring sees the traditional mentoring relationship turned on its head. It can take many forms but often has a junior employee mentoring their senior, a female professional mentoring a male superior or ethnic minorities mentor their non-minority peers, all in a bid to educate the workforce and improve diversity at every level. This initiative offers a low-cost, hands-on approach to transforming your workplace and while diversifying your current and future talent pools can help you to retain millennial talent, up-skill an existing generation of employees and support your commercial benefits. It requires little other than top-down sponsorship and an investment of time and brings all of your employees together regardless of their culture, age or experience. We have recently produced a white paper exploring the benefits of Reverse-Mentoring which will guide you through the process and offer insight, opinion and thought-leadership from organisations such as EY and Microsoft Asia who have mastered the scheme.  To receive a copy of the paper please do get in touch and in the meantime, join the conversation – do you think Reverse-Mentoring could change the culture of Hong Kong?

Are Humans the Weakest Link in Cyber Security?

Last week I had the pleasure of attending the Cloud and Cyber Security Expo in London where I spent the day listening to thought-leaders discuss their theories on the future of technology and the affect it might have on our Cyber Security. Of all the talks I listened to that day, it was one particular panel that really resonated with me. It was a quote by Simon Astbury, the CTO of Enersec during a discussion on enterprise security in a complex cloud environment that really got me thinking. He focused on the human element involved in data breaches and explained how the biggest culprits are ourselves. “Humans are the weakest link in the Cyber Security space as they make mistakes, they can be bribed, they can be corrupted and they can go insane.” We are in an era of elevated cyber-attacks, data breaches and legislation regulating the way we handle that data but what many outside of the security bubble don’t understand is that the majority of cracks can be fixed, internally. From locking computers when off-desk or double-checking email addresses before sending data, it’s often the simple errors that are the most destructive and a simple education could go a long way.  We need to integrate security education into our everyday teaching and create a culture of protecting our own and each other’s data. I am currently producing an insight paper focused on the evolution of Cyber Security and explore how HR and security teams can work together to ensure humans’ are no longer the weakest link.  To get involved in the production of the paper or to receive a copy once it’s published, please get in touch but in the meantime – join the conversation. Are human’s the weakest element in Cyber Security?

Should we be taking four-day working weeks seriously?

We keep hearing that four is the new five in the finance space with companies seeking a new flexible-approach to full-time working but should we be paying more attention and follow in their footsteps? A four-day week is thought to motivate employees, improve productivity and offer mobility for professionals who can’t make full-time work with their other responsibilities.  It also seems to be a mutually-beneficial arrangement too by helping companies attract a millennial market chasing a work life balance and offering a life-line to returning parents; but, while a four-day week enables a diverse and inclusive culture, the movement isn’t gaining momentum in many organisations.   This is depriving organisations of an entire talent pool made up of workers with a taste for adventure and returning mothers and fathers in need of that flexibility.  So often I find myself having the same conversation with professional men and women who despite possessing the charisma, skill-set, career history and culture-fit requirements, need an extra day to play with and with studies proving if anything, a four-day week can boost productivity, I don’t quite understand why organisations are turning them away. We speak so frequently about diversity across the genders, races, generations, hierarchies and so on, but what we aren’t talking about enough is diversifying our talent pool with full and part-time employees who could make a world of difference. I’d like to hear from you – are you a part-time professional seeking a flexible new role or are you a hiring manager looking to broaden and diversify your talent pool? If so, please do join the conversation. Should we be taking four-day working weeks seriously?

Stanton House is a finalist in the awards!

We are delighted to announce that we have been announced as finalists in the recruitment awards. Having been nominated and shortlisted earlier on in the year, we have just been informed that we have made it onto the final list - in the running for the most prestigious award - The Best Recruitment Agency. We really couldn't be more thrilled to be in the final and would like to thank all of our incredible connections that voted for us. The awards ceremony is taking place in Glasgow this April - Wish us luck!

Is the term Data Scientist still relevant?

You may think this crazy but I posed this very question to a panel of thought-leaders at the Cloud and Cyber Security Expo yesterday and not only did the panel support the idea, the audience were in unanimous agreement. The panel was formed of Richard Freeman of JustGiving, Alejandro Saucedo of The Institute for Ethical AI and Machine Learning, Mohammad Shokoohi-Yekta of Stanford University, Claus Bendtsen of AstraZeneca and Krish Panesar of Diabetes Digital Media and they presented their case for investing in skills for machine learning success which was fascinating.  Once the talk was over, the panel opened the room for questions and I couldn’t help but ask what they thought of the current landscape within Data Science.  Today we have more jobs than suitable candidates and more requirements than skills. We have current ‘scientists’ who were developers, guerrillas or engineers before the trend-cycle who are not remotely equipped to do all of the things now required of them.  While I don’t think there’s a quick fix for the shrinking talent pool, I am an advocate for devising a list of more specific mandates under an umbrella term of Data Scientist that cater for each branch of ‘Data Science’ as we know it. Be that a Data Engineer, Data Analyst or Researcher, a scientist’s job description is surely a combination of all three and more? I have recently produced a comprehensive white paper on this very topic which offers insight, opinion and statistics on the evolution of Data Science and includes an on-page debate between thought-leaders on whether it’s time for the term to go. I would love to hear your views on the matter and see if you think it’s time to scrap the term and if you would like a copy of our white paper – please request a copy below. Request a copy of our white paper   


EMEA CISONegotiableLondon Senior Finance Business Partner£80,000 - £85,000 per annum + bonus + benefitsSurrey Project Manager£500 - £550 per dayWindsor Head of HR£65,000 - £75,000 per annum + benefits packageLondon Management Accounting Manager£400 - £450 per dayLondon Commercial Finance Manager£60,000 - £70,000 per annum + benefits packageReading AWS Automation Engineer£55,000 - £65,000 per annumLondon Internal Audit Manager £50,000 - £80,000 per annumEdinburgh A wider selection of current vacancies can be viewed on our opportunities page or get in touch for a confidential discussion about how Stanton House can help you hire great people or assist with your own career goals.

How to combat unconscious bias in the hiring process - without AI

Almost every day in the HR bubble we hear of ways in which artificial intelligence is combating our own unconscious bias in the hiring process. Be it through omitting names from CVs or helping us to write an inclusive job advert, AI is helping to dramatically reduce bias from the screening process but as a group of people – what can we do to ensure mobility in the hiring process? A simple solution is to rid traditional recruitment methods of seeking relevant sector experience and instead, focus on finding someone with a diverse career history. This allows you to focus on a person’s capabilities, skills and behaviour rather than looking at a rigid criterion for their education, sector experience and skill-set.  To support our claim, we have created an insight paper focused on the benefits of career diversity and interview three thought-leaders to help you conquer unconscious bias in the hiring process - offering the perspective of the candidate, the hiring manager and the HR professional. In our paper, we explore career diversity a vital element of diversity and a huge benefit to your organisation and argue that by ridding the traditional method of searching for relevant sector experience, you can reduce unconscious bias in the hiring process. To receive a copy of the paper, please follow the link below and in the meantime, join the conversation - how do you think career diversity can combat unconscious bias in the hiring process?  Request a copy of our insight paper   

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