Download your copy of our insight paper 2020 may be behind us, but the impact of Covid-19 has left many countries now facing huge economic challenges and long roads to recovery. Organisations across Hong Kong and Singapore have reacted to the pandemic and its ensuing challenges, with unprecedented speed. The pandemic has forced innovation, new ways of working and triggered digital transformations that would have previously taken years to implement.Digital transformation initiatives are now so widespread across all industries that the tech talent market is growing and fast becoming more competitive. There is an increasing need, not just for digital skills, but for senior professionals, who can facilitate transformative change alongside the complexities of remote project delivery.So, what roles, expertise and skills do employers need and want from technology professionals this year? Download our insight paper to learn: Why Asia Pacific is set to bounce back to economic health more quicklyHow the pandemic has led to increased digital transformationWhy technology start ups are becoming more attractive to local candidatesWhat expertise and skills employers need from technology professionalsThe top 10 tech jobs, in demand, for 2021 Download
25 Feb 2021
Download your copy of our insight paper We have all become accustomed to working in an uncertain landscape surrounded by political, economic, social and technological change, which creates both new challenges and opportunities. But, when it comes to ensuring that critical data remains out of the wrong hands, the risks have never been greater or the stakes higher. Cyberattacks are on the rise and becoming ever more sophisticated, while security teams are under increasing pressure to remain operationally effective in the ‘new norm’ and demonstrate value for money.As such, the imperative to maintain privacy and data loss prevention will mean more budget diverted to security measures and this will only increase the demand for Cyber Security expertise, across the globe. So, what roles, expertise and skills do employers need and want from cyber security professionals this year? Download our insight paper to learn: How remote working has created a borderless, global talent poolWhy APAC is an ideal environment for cyber criminalsWhat expertise and skills employers need from cyber security professionals The top 5 cyber security jobs, in demand, for 2021 Download
22 Feb 2021
Covid-19, economic challenges, Brexit and technological acceleration all continue to disrupt the business landscape this year. Businesses must continue to remain adaptable to market / pandemic conditions and ‘pivot’ organisational structures to accommodate disruptive technology change – all whilst being highly responsive to demanding customers with continuously evolving consumer habits.What is more, the unprecedented speed with which organisations have had to react to the Covid-19 pandemic, and its ensuing challenges, has triggered the acceleration of digital transformation projects and compounded the need for senior professionals who can facilitate transformative change, alongside the complexities of a remote working environment. As such, we have seen organisations continue to review and adapt transformation programmes and projects, that were already underway pre-Covid-19, prioritising the move away from legacy systems and into the cloud, whilst increasingly building in Agile delivery mechanisms.Overall budgets allocated to group-wide transformation have diminished, therefore Programme Directors have felt the pressure to produce several different plans to the board on how they can deliver programmes with smaller budgets. This has resulted in increased competition between programmes causing delays in approvals and increasing time to hire. Unsurprisingly, organisations will continue to look at organisational restructuring this year - to further drive process efficiencies and cost savings - rather than invest in large multi-million-pound technological ERP transformations. Who’s hiring permanent & interim transformation professionals? The majority of employers actively recruiting senior transformation professionals remain within the Financial Services, Pharmaceutical, Healthcare and Technology sectors. Well capitalized, forward looking businesses that are fortuitously placed to see the current instability as an opportunity to invest, grow and seize market share will continue to invest in transformation expertise this year. We have recently been working with several PE-backed organisations who have been through deals/integrations and require investment in Change Managers to create synergies across functional areas as well as lead on organisational restructuring. On the whole, we have seen recruitment within the Retail sector limited to those with specialist Organisational Design and Development expertise - a result of drastic strategy and operating model change. However, those in better financial positions are seeking to bolster their digital capability and are pushing forward with their digital / omni-channel transformation. Transformation skills in demand Commercial Technology Organisations are increasingly investing in commercial and customer experience related programmes to ensure they retain but also attract new customers this year and beyond. As such, we’ve seen demand for Portfolio and Project Managers who have worked across commercial technology such as ERP, online web applications, webinar platforms and CRM/marketing tools such as Salesforce. Cloud The focus for many organisations this year will be on the delivery of IT portfolios of work, projects including the migration of on-premises systems to the cloud. As we have transitioned to remote working, skills in cloud-based services such as AWS, Google Cloud and Azure, have and will continue to be of critical importance. The use of cloud systems looks set to remain prevalent even if we move back towards more of an office based working environment. Transformation professionals that have the skills to project manage the seamless deployment of cloud-based services will be required to ensure business continuity and productivity. In fact, moving to the cloud is what constitutes ‘digital transformation’ for the majority of organisations, rather than trends such as machine learning or perhaps crypto. According to independent analyst Ben Evans, “Only a quarter of large enterprise workflows have moved from the cloud at all so far – the rest are still ‘on prem’ in old systems and indeed mainframes…this really, is what I think digital transformation means.” Agile There is no question, that transformation initiatives will continue to be digitally focused this year however, project delivery is set to change to follow Agile, rather than the more traditional Waterfall methodologies. As a result, employers will seek candidates with experience delivering projects according to Agile methodologies and will no doubt appoint roles such as Scrum Masters, Agile Business Analysts, Agile Project Managers and Product Owners. Agile is an incredibly collaborative methodology, so employers will specifically be on the lookout for candidates who can; articulately talk through the lifecycle of a sprint or release, describe the pitfalls and challenges of the methodology as well as demonstrate empathy and appreciation of other roles within the team. Top 10 transformation jobs 2021 Here’s our list of the top ten senior transformation jobs, in demand, for 2021:1. Business Analysts (System implementation/cloud migration, Agile methodology)2. Project Manager (System implementation/cloud migration, Agile methodology)3. Programme Managers 4. IT Portfolio Managers 5. Programme Directors / Heads of Transformation6. Change Managers (System implementation)7. PMO Managers (Agile & Waterfall)8. Customer Journey (CX) Programme Managers / Project Managers9. Scrum Masters10. Product Owners Candidate Expectations When it comes to considering new opportunities, candidate expectations have shifted significantly over the last year. Candidates now expect employers to offer remote and flexible working practices - as standard. LinkedIn saw a 60% rise in users searching specifically for remote working opportunities between March and May 2020. Subsequently, employers don’t shortlist against a specific location but will now consider candidates from a wider pool of talent, from across the country. Candidates’ appetites to work on either a contract, fixed term or permanent basis have also changed. Ongoing economic uncertainly now means more professionals are open to opportunities of any kind, often opting for the role with the most longevity and best job security. How can we help? If you are job searching in these difficult times, and potentially interviewing from home, there are lots of things we can help you with to prepare. We have plenty of career advice guides we can share with you. Everything from CV tips, to developing your personal online brand and video interviewing advice. If you would like any of our career advice guides, or want to discuss our current interim or permanent senior transformation opportunities with a recruiting expert, please do not hesitate to get in touch.
22 Jan 2021
Download your copy of our insight paperIn these times of great technological change, unlocking the power of Business Intelligence (BI) is vital to the strategic decision-making process of any organisation. Download our latest insight paper which features top tips on increasing your BI capability along with case studies from leading Business Intelligence experts operating in different sectors. Download
04 Sep 2020
Will the office exist in a post Covid-19 world?It’s fair to say that the world of work has changed forever as we enter a new era of remote working. But what is the sentiment to remote working amongst the professional working population now?The cost and time savings of not having to commute every day are hard to dismiss and as lockdown eases, employee expectations are bound to have changed when it comes to the ‘return to the office’.So, how many days in the office do working professionals really want - given their varied individual experiences over the past few months? Over 70% of professionals now want to work in the office less than two days per weekStanton House’s recent poll, taken by over 600 professionals, reveals that a large majority (72%) would prefer to work two days or less per week in the office going forward. Less than a third (29%) would prefer to work three days or more per week in the office and only 4% would like to go back to four days plus per week.One to two days in the office comes out on top, with over half, (54%) voting for this as their preference and 18% say they would prefer to work from home 100% of the time. These findings suggest that while some crave the return to an office environment the vast majority have come to the conclusion that they will never want to work in the office five days per week, ever again. 43% more men than women want to work remotely 100% of the timeInterestingly, when comparing sentiment to remote working between gender, our poll reveals that a higher proportion of men (20%) would prefer to work remotely all of the time - compared to only 14% of women – that’s a 43% increase. The opposite is true for one to two days in the office, where a higher proportion of women (58%) voted for this as their preference - compared to 51% of men.Our poll cements what we already know - that organisations will be required to rethink their approach to remote, agile, and flexible working - putting People and Culture teams, front and centre, to design and drive this change. But have employers really seen clear benefits from this forced change to a homeworking environment and how committed are they to expanding and extending remote working, organisation-wide, for the long term? Will new HR policies align to the consensus revealed by our poll, or indeed go even further and flex to the individual?Employers realise the benefits of remote working Many of the business leaders I speak to tell me, that they have had their eyes opened to the benefits of remote working, not least the tremendous cost savings that can be achieved with reduced real estate needs.Not including utilities, security and maintenance the rent per seat in the UK can range from *£150 to £1500 per month, depending on location and the amenities available. London’s West End tips the scales, where it can cost **£207 annually just to put your laptop down on a desk.If you consider the floor space some large corporates take in the expensive high-rise buildings in Canary Wharf and The City of London for example, these cost savings can amount to millions. There can be no doubt that employers across the country will be modelling different scenarios with reduced office space. Leadership teams within organisations, both large and small, will be debating not if, but how much and to what extent, their workforce will continue working remotely in the long-term.Just a few of the companies that have already announced intent to expand work-from-home in the UK include Morgan Stanley, Barclays, Thomson Reuters, Vodafone, HSBC, Twitter, Facebook and Unilever. “We’ve proven we can operate with no footprint….I see a future where part of every week, certainly part of every month, a lot of our employees will be at home.” James Gorman, Morgan Stanley, CEOHowever, this commitment to expand remote working it is not just to save costs on office space. Most leaders I speak to tell me they have experienced increased productivity, better collaboration and teamwork, increased employee engagement and a significant reduction in absenteeism - dispelling the many concerns and misconceptions to homeworking pre-Covid-19. Having the right, secure technology and communication channels has been critical to achieving this, however, as has having managers, who don’t revert to micromanagement amidst uncertainty, but are able to trust and enable their teams.Training needs have also been highlighted and identified, particularly for middle management, where resilience, adaptability and agility are often cited as key competencies which are lacking. Additionally, the spotlight on employee wellbeing has only magnified through this crisis as has the continued importance of diversity and inclusion in the workplace. The challenge for employers right nowAs many employers once again pivot their people, processes and systems from full remote working, to a hybrid (office/home) working environment, maintaining the benefits gained amidst lockdown and addressing the technology and talent issues identified will be critical to lasting innovation and growth. The ramifications of getting the technology, talent or operating model wrong will be catastrophic for the competitiveness of any business as we enter this new era of work. Employers now need to ask themselves - do they have the internal expertise needed to design, implement and sustain the huge culture shift that is required? And if big corporate offices are a thing of the past where and how will people come together to collaborate? How do individuals continue to nurture the ‘social equity’ they’ve built over the years with colleagues and customers - remotely? Can we ever really replicate the benefits of socialising after work, the corridor conversations and meeting someone face-to-face? The critical questions many business leaders and HR professionals are now trying to answer now are:1. How do we once again pivot our people, processes and systems from full remote working, to a hybrid (office/home) working environment?2. Do we have the right / secure technology and communication channels to support a hybrid (office/home) working model?3. How do we maintain the benefits gained from remote working amidst Covid-19? 4. How do we tackle the tech and training needs identified and truly enable our manager population? 5. How will we evolve our employee value proposition (EVP) to attract and retain the best talent, now that flexible and remote working is the ‘new norm’?6. What are the ramifications of getting any of these considerations wrong? *Instant Offices UK Commercial Market Summary 2019 ** Instant Offices Get in touchIf you need help finding talent with the necessary expertise to transform your business for the new era of remote working, please get in touch. About the pollThe poll was posted to Stanton House’s company LinkedIn network of over 25,000 followers. The poll was live for 1 week from the 27th June 2020 to the 4th July 2020. 611 people voted answering the question: “How many days in the office would you prefer to work per week?”
21 Jul 2020
Robotic Process Automation (RPA) is becoming increasingly prevalent in the Finance Transformation space as an effective way of optimising repetitive processes and enhancing Finance functions by unlocking true ‘human value'.But how do you identify exactly where to use intelligent automation to make Finance operations more efficient? How do you build on and optimise what’s already been implemented?We’ve partnered with embracent, leading experts in intelligent automation, to provvide use cases which demonstrate where RPA has been applied to real life situations. Our insight paper includes a case study on Stanton House’s own Finance function. Download your copy and let us know if and how you plan to invest in intelligent automation to transform your Finance function. Download
20 Jul 2020
Increasing Business Intelligence capabilityIn these times of great technological change and ongoing economic uncertainty, unlocking the power of Business Intelligence (BI) is vital to the strategic decision-making process of any organisation. But despite countless ways to collect information and connect people, the world has become more fragmented than ever before, and it’s holding businesses back.Data analytics provides accurate analysis and interpretation of business-wide internal, and macroeconomic external data, to the right people at the right time, equipping leaders with much needed foresight in these unprecedented times.As such, organisations, both large and small, are increasingly preoccupied with growing their overall BI capability. They are investing in talent with these skills, enabling employees to use self-serve data analysis tools and seeking ways to improve the accessibility of data to help a greater proportion of the workforce.Moving to the cloudTraditionally, business intelligence is delivered by Business Analysts using on-premises data warehouse solutions. This process can be slow with some Analysts spending the majority of their time extracting, moving and combining data instead of conducting analysis.That’s why many organisations are now creating data analytics platforms in the cloud, with accessible tools that can be used by people across different business functions across the entire organisation, instead of just a select few.Another endeavour which seeks to increase the overall BI capability of an organisation is the creation of a Business Intelligence Centre of Excellence (CoE).Establishing a Business Intelligence Centre of ExcellenceEstablishing a Business Intelligence CoE is a proven approach to achieving a strategic, cohesive, enterprise-wide BI environment. The CoE is an internal group that provides services and oversight to the various departments within an organisation and guides BI initiatives to achieve common strategic objectives i.e. service improvement, efficiency gains, cost savings, revenue growth etc. The overriding goal is to increase the BI maturity level of the organisation as a whole, to derive more value, more quickly from data insights and enable strategic decision-making at the highest level.Business Intelligence maturity levels according to GartnerIn 2015, Gartner published their much-sited maturity model giving leaders a yardstick to understand how effectively a BI or data function is supporting enterprise level goals. The model asserts that there are five BI maturity levels:Maturity level 1: UnawareAccording to Gartner at this level the company has no information infrastructure and there is only ad hoc BI. Departments have not developed formal processes or practices and workers try to gather information with the random applications they happen to have at their disposal, predominately spreadsheets in Excel. Maturity level 2: OpportunisticAt this level there are BI and analytics projects in the organisation, but business units carry them out individually to optimise a process of their own or to make unit-specific decisions. Employees use data integration tools, databases and analytics platforms. They disseminate information via reports, ad hoc queries and dashboards.Maturity level 3: StandardsAt the third level there is coordination between people, processes and technologies across the organisation. A champion for BI and analytics emerges and there are process and IT managers who oversee projects across multiple business processes (instead of one process) that need to share analysis and decisions. Technology standards start to emerge, including standards for information infrastructure, data warehouses and BI platforms.Gartner proposes that at this level most organisations implement a BI Competency Center (BICC) or BI Center of excellence (CoE) consisting of business users, IT professionals and analysts to share expertise and improve consistency for specific applications or uses of information. Maturity level 4: EnterpriseAt the fourth level, BI is sponsored by the senior management. A second feature is that the organisation has linked multiple processes to its revenue and other goals and defined a framework of performance metrics through which processes and action towards those goals are evaluated. Gartner says that these metrics guide the implementation of enterprise strategy. Thirdly, BI applications support cross-functional or enterprise-wide decision-making processes meaning they are not limited to individual functions or processes. Gartner says that at this level, everyone from analysts to managers and senior executives, uses the same BI and analytics systems. Maturity level 5: TransformativeAt this fifth maturity level, BI and analytics are run by business and IT functions together and are supported and governed at the highest level of the organisation. The CEO sponsors the BI program or if not, the position of Chief Analytics or Data Officer has been established.Information, analytics and the whole BI system are regarded as vital for implementing the enterprise strategy. BI is used actively to increase sales, productivity and customer satisfaction and to decrease costs. The performance metrics framework is now complete and covers also partners and customers. The organisation uses decision processes like decision simulations which incorporate best practices in decision-making and optimisation technologies. Top tips for establishing a BI Centre of ExcellenceSo, when it comes to establishing a Business Intelligence CoE, to increase the BI maturity level of an organisation, what are the key considerations and actions? We spoke with a range of Directors and ‘Heads of’ Business Intelligence who have implemented a BI Centre of Excellence across a variety of companies, industries, and global remits. It was relatively clear to spot the patterns in what they believed, joint with human elements of creating a technical solution, would be the ‘key tips’ to think about – these can be grouped into three headings:Talent Planning Change Management Interestingly, and perhaps unsurprisingly, the key challenges were all about people and changing behaviours. Every leader that we spoke with was clear that if you get the talent right, the tech can look after itself, it’s then about how you make it part of the company’s DNA. Once consolidated, the top tips for building an effective BI CoE were:Talent:1. Deeply evaluate the skills of the BI team to focus training and hiring activities. A high performing, highly skilled team is essential. Find and balance the technical skills, project discipline and ability to evangelise within the business. 2. Do not underestimate how time to hire can derail a programme. A clear people roadmap will prevent long delays.3. Prioritise training for end users to realise real value from the CoE. Planning:1. Obtain a clear business mandate before anything else. 2. Ensure that you can support ongoing business requests (within reason) during the implementation of the BI solution / CoE.3. Spend time understanding the balance between centralised and localised BI activities.4. Always work with trusted information with consistent definitions and known data sources.5. Automate high-frequency, labour intensive regular report generation. 6. Clearly demonstrate value add through meaningful KPIs. Take time to determine ROI and to prove the tangible and intangible value of the CoE but don’t wait until the end to deliver value. Incremental wins support engagement and business take up. Change Management:1. Fix data issues at the source so users don't waste time manually adjusting or correcting data while generating insights.2. Create a demand management forum to prioritise non-project related information required by executive stakeholders.3. Do not scrimp on Change Management or under-estimate the extent of business change required. Keeping users and the business community engaged from kick off and up to date with what the CoE is doing is the single most important success factor.4. Identify and train Super users within the business community to act as ‘change agents’ and promote the value of the CoE.5. Spread the data culture of data analysis from the CoE across the organisation. Executive support is critical in making this happen.6. Become an unashamed evangelist for self-service analytics. Run events to bring users together, demystify BI technology and identify first adopters.7. Use engagement analysts to collaboratively work with different departments to help them self-serve. • Integrate the BI / Analytics function into any enterprise-wide transformation. We hope there is something in here that will support you in your progression through Gartner’s well-trodden path. Share your insightsIf you need help finding top BI talent to provide the insights you need to transform your business please get in touch. We’d also love to hear from leaders on how you are increasing your BI capability in these challenging times.
09 Jun 2020
As a recruiter for technical leadership roles across Asia, I spend my days and nights speaking with people from different backgrounds, with diverse demographics and life experiences.I am especially passionate about representing the many senior women that are making a splash in the notoriously male dominated world of technology; understanding what has helped or hindered their careers and taking these learnings to the employers I help.Employers are addressing gender imbalance, but more needs to be doneFor any organisation to transform, innovate and grow it is vital that their workforce is representative of their customers, clients, and the communities they serve. And gender is of course, just one aspect of this.When it comes to attracting and developing tech talent in Asia, organisations are making strides to add more women to their upper echelons. Employers who understand the competitive advantage they stand to gain by having more diversity in their workforce, are actively pursuing and embedding more inclusive talent attraction and retention strategies. The biggest reason is that they stand to be the major beneficiaries. According to a McKinsey & Co report about 43% of entry-level positions in Asian companies are occupied by women, but at the C-suite and senior-management levels, this drops to 25% in Singapore and as low as 4% in Japan. This is a huge loss of untapped talent. Although more women in tech are starting to make their mark, there is still more work to be done and it’s up to employers to showcase their commitment to women across their business. One woman I spoke to recently who holds a senior technical role based in Singapore in a global organisation commented that: ‘in my experience women’s views in the organisations I have worked for in Asia are not taken seriously as “expert” and they are sometimes valued less than their male counterparts, despite their ability and often exceptional backgrounds.’ Who’s helping women up-skill? There are some fantastic organisations in Asia that encourage women into technology and provide tailored training programs. Cloud Seeders, in Singapore, is an AWS backed program providing women with a structured and guided approach to learning a diverse set of cloud and digital skills as well as working on the confidence levels of their members.She Loves Data, another organisation founded in Singapore, equip women with data science and data analytics skills and in turn partners with banks and other businesses to bring women back into the work place and into technology. So, what should employers be doing more of? Partnering with expert and specialist recruiters and organisations such as Cloud Seeders and She Loves Data to tap into new talent poolsShowcasing their commitment to diversity and inclusion in recruitment materials and throughout the hiring processPromoting flexible working policies internally and externally Training leaders and hiring managers on how to mitigate unconscious bias in the selection processFostering a culture of inclusion, community and conversation amongst employees once they joinProviding unique and transparent career progression and development opportunities At Stanton House, we are driven by the belief that diversity and inclusion is inextricably linked to business performance and employee engagement and retention. We are passionate about unlocking potential at the individual, team and leadership levels to drive high performance through inclusive practices.I’d love to hear your opinions and thoughts on this topic. Please get in touch.
05 Mar 2020
We are excited to announce our new office opening in Singapore. The opening of our second office in the Asia Pacific region will strengthen our offering across Technology and Transformation, providing organisations with the best senior talent from around the world. Ross Ellingham, Stanton House’s Managing Director, Asia Pacific says: ‘We are thrilled to put our flag down in Singapore. Laura Taylor has joined Stanton House to build and lead our Technology and Transformation team here. Laura brings market experience, intelligence and a chance to build a team that aligns with our core values and passion for always putting the customer as our priority.’
20 Feb 2020
By now you may have heard the news that Dominic Cummings, the Chief Special Advisor to our Prime Minister has called for Data Scientists and Software Developers to help them reshape the UK state. No small task I might add and while it reads as slightly satirical, we have something to say about it. Posted in a personal blog last week, Cummings called for ‘an unusual set of people with different skills and backgrounds to work in Downing Street with the best officials, some as spads [special advisors] and perhaps some as officials’. He expressed a strong preference for those with STEM experience to fix historic issues in government to which he refers to as profound problems that sit at the core of how the British state makes decisions. Citing Brexit and recent changes to legislation, Cummings spoke of a huge amount of low-hanging fruit lying on the street in the intersection of Data Science, AI and cognitive technologies that could be used to improve policy and project management. Sticking to a very brief, brief – the Chief Special Advisor has offered ‘a rough set of categories’; Data scientists and software developersEconomistsPolicy expertsProject managersCommunication expertsJunior researchers one of whom will also be my personal assistantWeirdos and misfits with odd skillsAsking only for applications from those with exceptional academic qualifications from one of the world’s best universities or evidence of doing something that demonstrates equivalent skills, a PhD or MSc, outstanding mathematical skills and experiences of using analytical skills – I can’t help but question their understanding of Data Science as Data Scientists cannot be categorised, especially not in this manner. We recently produced a white paper to determine what the Ideal Data Scientist looked like and interviewed more than 1,000 professionals in the space to help us get there. Not only did we discover that there was no such thing as an ‘ideal’ Data Scientist but we also discovered, there were several debates being had over the salary, experience, education, age and location of the ‘ideal’ professional. Taking Education as an example, 50% of hiring managers believe a Data Scientist should have at least one PhD and 46% believe they should have no degree education at all, rather, being self-taught with practical and hands-on experience. This means that from a recruitment perspective, Data Scientists are tremendously hard to find and a very specific list of requirements including a PhD in my opinion, is not likely to produce the right pool of candidates – especially not when placed alongside weirdos and misfits with odd skills. Please follow the link below for access to the paper but in the meantime, I’d love to hear your opinion – do you think Cummings is on the right track with his hiring efforts? Download our white paper
07 Jan 2020
Head of Technology £80,000 - £90,000 per annum London Programme Requirements Lead £525 - £600 per day Edinburgh Senior HR Business Partner £90,000 - £95,000 per annum Berkshire Finance Business Partner £60,000 - £70,000 per annum + 10% bonus London Regulatory Reporting Accountant Up to £50,000 per annum + benefits Berkshire Business Analyst £40,000 - £50,000 per annum London 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.
02 Jan 2020