Stanton House Welcomes Lorraine Johnson as Manager of Change and Transformation

Lorraine Johnson joins Stanton House today having spent more than eight years working internationally in the recruitment industry in Dubai, New York and London.  Based in our new Liverpool Street office Lorraine is taking on the role of leading and growing our Change and Transformation Division. CEO and co-founder of Stanton House, Neil Wilson, said: “We are thrilled to have Lorraine on board as we embark on a new stage of expansion at Stanton House. With international experience working across the Technological, Financial Services and Oil & Gas sectors, Lorraine brings a breadth of career diversity and I am excited to see what she has in store for our Change and Transformation Team.” To welcome Lorraine connect on LinkedIn.

Did you know less than 10% of data breaches are physical hacking attempts?

I came across this table in the Verizon 2018 Data Breach Investigations Report and was slightly shocked myself. Just 10% of data breaches; if not less, are the result of a physical hacking attempt but perhaps more surprisingly, Malware seems to be on the decline. Malware is thought to be the most dangerous threat to cyber security and as illustrated below, since 2013 it has continued to rise however over the last two years we have seen a drop in Malware data breaches and I’m curious to find out why. Are companies becoming more sophisticated with their cyber security or is there an up and coming threat on the horizon?

Is the Private Equity Space doing enough to represent women?

Following on from the research I had published in the PE Forum, I was invited to attend a PEI’s Women event. It was an inspirational morning with thought-leaders and industry experts discussing methods they could use to improve the gender balance within the industry.  Dan McCarthy spoke about the grass-roots initiatives used to encourage female school leavers into a career in finance while Jim Strang spoke of reverse-mentoring as a great place to start. Something we have also advocated as a great tool to improve diversity. What interested me the most, was the topic of gender-balanced shortlists.  As a Principal Consultant specialising in the Private Equity space I make it my mission to promote all categories on the diversity spectrum when presenting a shortlist to a client. Presenting a shortlist which represents all genders, ethnicities and abilities while ensuring each is highly competent and completely suitable for the job can be a challenge.  You can’t sacrifice competencies in aid of diversity but you can’t neglect equalities either. While it’s often a challenge, it’s something I pride myself in being able to achieve and something that Deborah Zurkow of Alianz Global Investors said reinvested my faith that my clients appreciate the effort. She will reject a shortlist that isn’t gender balanced and it makes me wonder how many other leaders would do the same. Private Equity Firms are playing their part in the move to recruit and promote more women but how many of you would reject a shortlist that wasn’t gender balanced?

Do you work for an established or disruptive employer?

We regularly hear of start-up success stories in the retail space. A basic search of ‘start-ups’ will produce article after article offering an array of reasons why joining a start-up could pay off.  They’re booming, popular and on the surface, appear to offer a work life balance not available anywhere else but is this the reason professionals are leaving a life of security in a corporate behind and what about those headed in the other direction? We are producing a white paper which will explore the reasons why the c-suite is transitioning between disruptive and established companies and investigate what each type of organisation brings to the table. As part of our paper we have already interviewed thought-leaders, industry experts and the senior finance professionals within start-ups and corporates who have made a leap of faith between the two. We would love to hear from you. Please spare just 60-seconds to take our anonymous survey via this link and let us know if you have made a transition of your own.

A Week in Content

Take a look at what our consultants have been discussing this week: What’s more important in an interim CFO; industry experience or competency? “When it comes to accounting, popular belief has it that once you have a qualification under your belt and have grasped the basic principles, you can work in almost any industry. It’s a qualification that offers transferable skills and a season ticket to career diversity.” – Chloe England How can you automate supply chain?“Digitalisation at its finest can be defined as the process in which digital technologies are used to produce ground-breaking results and innovations. We think to the start-ups who have monopolised every marketplace without having a physical presence and the app technology which makes the world readily available at the touch of a button; or rather, fingertip.” – Sam Young How do you make your organisation stand out during hiring season?“With a desire to hire the best talent, the small candidate pool continues to shrink due to increased competition from new Private Equity firms, continued expansion of Investment Banks, and a continually growing technology sector promoting an unbeatable work life balance.” – Ammaar Lateef Did you know that over 80% of data breaches come from insider threats?“Deadly combo; attacks are becoming more sophisticated and are companies being ignorant to the challenges they face - ill-prepared to deal with the consequences?” – Matt Goddard

YOUR NEW CHALLENGE BEGINS HERE - 6TH DECEMBER

SAP Data Migration Lead Negotiable South West London  Finance Project Manager  £600 - £700 per day London, England Senior HR Business Partner  £55,000 - £65,000 per annum + £6,000 car allowance + 20% bonus Surrey, England Project Manager – Investments  Up to £500 a day  Edinburgh, Scotland Change Manager £550 - £650 per day  West London, England Risk & Controls Lead £550 - £650 per day Berkshire, England Head of Accounting £80,000 - £90,000 per annum + bonus + benefits London, England Head of Security Operations £85,000 - £110,000 per annum + large company benefits London, England 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 can you automate supply chain?

Digitalisation at its finest can be defined as the process in which digital technologies are used to produce ground-breaking results and innovations. We think to the start-ups who have monopolised every marketplace without having a physical presence and the app technology which makes the world readily available at the touch of a button; or rather, fingertip. Digitalisation can achieve incredible things that the human mind never thought possible but while we have seen exceptional results from digital transformation, it’s also all about making basic things work better. Supply chain is one area that can be drastically improved through automation. Virtual Assistants, Cargo Sensors, Smart Warehouses, Drone Deliveries and Automated Purchasing Agents are all ways in which you can transform your supply chain making it more efficient in a digital world.  They aren’t just things that would move your organisation forward but things your customers have come to expect. Chat-bots are expected to answer simple requests, drones can deliver goods in under 30 minutes spurring the social desire for instant deliveries and automated agents can provide an on-the-spot quotation to customers saving hours of research. Automation is no longer a nice-to-have offering but a necessity of a company wanting to thrive in the modern world and the five simple examples above provides a great place to start. I’d like to hear from you. How does your organisation automate supply chain?

How do you make your organisation stand out during hiring season?

As we near 2019, Private Equity firms will begin planning for the Associate Hiring season but how do you make your organisation stand out from the crowd as the ideal place to work? With a desire to hire the best talent, the small candidate pool continues to shrink due to increased competition from new Private Equity firms, continued expansion of Investment Banks, and a continually growing technology sector promoting an unbeatable work life balance. Last year, Private Equity Firms and banks attempted to lure candidates away from technology by emphasising their quality of life offering; promising protected weekends and annual leave, and advertising opportunities to travel but as every company looks to create a work life balance for their millennial and Generation Z workers – how can you stand out from the crowd? We have conducted a series of interviews with MBA graduates – some settled into the Financial Services Industry, others into Technology. We investigate their successes, regrets and ask them; ultimately, what made them take their current role and stay with it. For full access to the exclusive interviews or some advice on how to make yourself seen by graduates this hiring season, please get in touch.

My new role as Talent Development Partner

As we head into 2019 I am embarking on my new role within Stanton House as Talent Development Partner.  I have always been extremely interested in the psychology of human behaviour in business. Even throughout my studies at university, my biggest passion was trying to understand what motivates people to give back to a business, to overachieve, and to over-deliver.  This is why I have been so interested and fascinated by the field of Change Management as it is all about simplifying processes to make people’s lives easier, to reduce pain in work and to improve happiness. As a Consultant, over the past two years, I have been given some fantastic opportunities to help my clients and candidates in this area. However, I still wanted to do more to help my own company in getting the best results out of our workforce.  Earlier this year, I organised a Manager Swap Day. This was a simple initiative; backed by our co-founders where managers were able to spend time with other teams, see how they work and discover what they are doing that others aren’t. It was all about knowledge transfer and standardising processes. While I was still a consultant at the time, I was passionate about where the business was heading and how I could help improve the journey even further. As Talent Development Partner I will be delivering our current training programmes across all Stanton House offices, reviewing these programmes, and developing new training programmes to ensure we maintain a market-leading offering. I am excited to see our business continue to grow and thrilled to be a part of the development journeys of those in the business. I have loved my role as Principal Consultant and love my network too. My new role as Talent Development Partner enables me to keep in contact with my network in Change and Transformation as we now have a shared motivation of aiding our colleague’s progression and improving communication, engagement and training within our own businesses.  I have already set up a few meetings with those in my network passionate in this area who were either my clients, my candidates, or even both. I would love to keep in touch with all of you and share ways in which we can transform our workplaces for the better.

Two days, two venues, one purpose

Two days, two great venues, two world-class panels, two passionate groups of HR leaders, one inspirational purpose - to discuss how reverse-mentoring can promote diversity and inclusivity in your business.  With the Fourth Industrial Revolution on the horizon and technological developments such as AI remaining misunderstood by the majority of the workforce, companies are already ramping up their intergenerational mentoring schemes but the two biggest questions remain; are organisations doing it effectively and why has reverse-mentoring become so focused on technology? We explored both of these questions at our Reverse-Mentoring event last week as we discussed how mentoring can break down internal barriers, diversify your talent pool and support your commercial objectives in the process.  If you missed the event but would like a copy of our 28-page white paper please do get in touch.

What is more important in an interim CFO; industry experience or competency?

When it comes to accounting, popular belief has it that once you have a qualification under your belt and have grasped the basic principles, you can work in almost any industry. It’s a qualification that offers transferrable skills and a season ticket to career diversity.Of course, when crossing the border into another sector there can be challenges but is the ability to move between sectors even a plausible reality for finance professionals?While obstacles are expected it seems the requirement of relevant sector experience is an impossible hurdle to climb over for many and questions the transferability of a finance qualification.I decided it was time to explore this issue in more detail and have created a white paper on the topic of competency vs. sector experience. The piece will unravel the reasons behind companies clinging onto sector experience and find the people who prove it’s a thing of the past.If you would like to receive a copy of this paper please get in touch and join the conversation, what’s more important in an interim CFO, industry experience or competency?

Our ongoing conversation about Reverse-Mentoring

Reverse-mentoring has been the topic of conversation at Stanton House over the last month and it’s a conversation we plan to continue into 2019. We recently produced a white paper focused on reverse-mentoring and its ability to improve diversity, retain millennial talent, broaden your demographic and even support your commercial objectives in the process. We spoke exclusively to thought-leaders, industry experts and the organisations who have mastered reverse-mentoring and presented their stories as case studies for you to take back into your organisations, as insightful reads but more importantly, evidence that the initiative works and that you should try it too.Then it was time to launch to our network and we decided two back-to-back events in Reading and London was the perfect opportunity to bring the white paper to life and see just how much of an impact one paper can have. Over two mornings, 80 HR professionals joined us from across Europe to listen to our esteemed panels who offered opinion, experience and practical advice of how to follow in their footsteps. Our spectacular panel was formed of Greg Young, CEO and founder of LeaderShape Global and VP of Balanced Leadership on the PWN Board; Ella Brown who is charged with reverse-mentoring the entire workforce of Microsoft UK, Laure Le Douarec, who created the reverse-mentoring scheme at BP 20 years ago who has since gone onto replicate the initiative at Nestle, Allianz and more; Adrian Edwards, Managing Partner of EMEIA at EY and his reverse-mentor, Sayeh Ghanbari, also a partner of EY. The panellists, led by David Garstang our Manager of Human Resources, explored the concept of the ideal mentor, how reverse-mentoring can improve racial, intergenerational, hierarchical and gender diversity, how it can help you develop as a leader and pragmatically, how to go about implementing a scheme of your own. The debates had everyone thinking. Every single guest took notes and a copy of our white paper away to try and make an impact to their organisation and we can only look forward to being updated on the progress of these schemes.

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