The document provides a summary of technology trends in global markets based on research conducted by Morgan McKinley consultants in eight markets. Key trends noted include cautious optimism in half of markets, a focus on replacement and new hires, economic uncertainty, demand for mobile and analytics skills, and the importance of project management skills. Specific country summaries note strong demand in areas like Australia for digital/mobile skills, lack of discernible change in China due to economic uncertainty, opportunities for strong candidates in France, inadequate local supply and opportunities in Hong Kong, strong demand and opportunities for overseas talent in Ireland, significant demand increases in key sectors in Japan, and opportunities for local Singaporean talent.
This document discusses the importance of managing a company's contingent workforce and connecting procurement and human resources strategies. It notes that global talent challenges are driving the need to re-examine workforce strategies to address a mismatch between the supply and demand of skills. An effective workforce strategy requires considering a mix of full-time employees, contract resources, project-based resources, and outsourced resources. Managing a contingent workforce through a managed service program (MSP) can provide visibility, cost savings, risk mitigation and other benefits. Developing a global workforce strategy requires addressing regional differences in legislation, workforce trends, and maturity of contingent labor programs.
The document discusses the challenges facing IT leaders in aligning technology with business strategy. It argues that IT must adopt the language of business, demonstrate value through credible data, and engage early in strategic discussions to be seen as a trusted advisor rather than just an order taker. The document recommends that IT leaders develop leadership skills, move technology investment decisions out of IT, and focus on developing people to successfully partner with the business.
The document discusses the key forces that will shape tomorrow's business environment: demographic changes, rapid technological development, and globalization. It argues that tomorrow's executives will need to focus on attracting and retaining talent, adapting to constant change, and developing a deep understanding of customers. Specifically, executives will need to embrace change, drive agile execution, strengthen human capital, delegate responsibilities, and leverage their entire network to succeed in the future.
The New Voice of the CIO: Travel, Transportation and the CIO RoleIBMTransportation
The document summarizes a study of Chief Information Officers (CIOs) in the travel and transportation industry. It finds that successful CIOs balance three pairs of roles:
1) Insightful Visionary and Able Pragmatist - Focusing on innovation while also enabling current operations.
2) Savvy Value Creator and Relentless Cost Cutter - Creating business value from IT while also reducing costs.
3) Collaborative Business Leader and Inspiring IT Manager - Partnering with business leaders and also managing IT operations.
CIOs in the travel industry face pressures from economic challenges but high-growth companies see their CIOs playing bigger strategic roles and collaborating more
C&W REAL ESTATE MARKET REPORTS : WORKPLACE 2025 #CREGuy Masse
Visualizing the workplace in 2025 starts with the realization that planning for that reality starts today. People today can work from anywhere, at any time so offices now must compete with other workplace options. When workers do go into the office they want a work environment to complement their work-life experience – and in a place where they feel valued, connected and supported. It’s all about people – and it’s closer than you think.
The document discusses attracting and retaining demand planning talent. It notes that demand planning skills are changing and in high demand as companies expect more from their supply chains. However, finding candidates with the right combination of analytical, communication, and technical skills is challenging. The document provides suggestions for how companies can develop talent internally, promote their demand planning roles, and partner with schools to attract new talent.
This document discusses the importance of managing a company's contingent workforce and connecting procurement and human resources strategies. It notes that global talent challenges are driving the need to re-examine workforce strategies to address a mismatch between the supply and demand of skills. An effective workforce strategy requires considering a mix of full-time employees, contract resources, project-based resources, and outsourced resources. Managing a contingent workforce through a managed service program (MSP) can provide visibility, cost savings, risk mitigation and other benefits. Developing a global workforce strategy requires addressing regional differences in legislation, workforce trends, and maturity of contingent labor programs.
The document discusses the challenges facing IT leaders in aligning technology with business strategy. It argues that IT must adopt the language of business, demonstrate value through credible data, and engage early in strategic discussions to be seen as a trusted advisor rather than just an order taker. The document recommends that IT leaders develop leadership skills, move technology investment decisions out of IT, and focus on developing people to successfully partner with the business.
The document discusses the key forces that will shape tomorrow's business environment: demographic changes, rapid technological development, and globalization. It argues that tomorrow's executives will need to focus on attracting and retaining talent, adapting to constant change, and developing a deep understanding of customers. Specifically, executives will need to embrace change, drive agile execution, strengthen human capital, delegate responsibilities, and leverage their entire network to succeed in the future.
The New Voice of the CIO: Travel, Transportation and the CIO RoleIBMTransportation
The document summarizes a study of Chief Information Officers (CIOs) in the travel and transportation industry. It finds that successful CIOs balance three pairs of roles:
1) Insightful Visionary and Able Pragmatist - Focusing on innovation while also enabling current operations.
2) Savvy Value Creator and Relentless Cost Cutter - Creating business value from IT while also reducing costs.
3) Collaborative Business Leader and Inspiring IT Manager - Partnering with business leaders and also managing IT operations.
CIOs in the travel industry face pressures from economic challenges but high-growth companies see their CIOs playing bigger strategic roles and collaborating more
C&W REAL ESTATE MARKET REPORTS : WORKPLACE 2025 #CREGuy Masse
Visualizing the workplace in 2025 starts with the realization that planning for that reality starts today. People today can work from anywhere, at any time so offices now must compete with other workplace options. When workers do go into the office they want a work environment to complement their work-life experience – and in a place where they feel valued, connected and supported. It’s all about people – and it’s closer than you think.
The document discusses attracting and retaining demand planning talent. It notes that demand planning skills are changing and in high demand as companies expect more from their supply chains. However, finding candidates with the right combination of analytical, communication, and technical skills is challenging. The document provides suggestions for how companies can develop talent internally, promote their demand planning roles, and partner with schools to attract new talent.
This document provides information about Deloitte and their technology integration internship. It summarizes that Deloitte is one of the Big Four professional services firms, founded in 1845 in London. As of 2011, it has over 182,000 employees operating in over 150 countries. The internship focuses on technology integration services including business intelligence, IFRS implementation support, IT advisory, and management information systems with the goal of providing the intern learning opportunities in client management, industry knowledge, and technical skills.
Badenoch & Clark's business transformation team experienced growth in 2014-2015 as the economy and client confidence improved. There is increased demand for interim business transformation specialists with communications skills to help large organizations change. Challenges include shortages of project management professionals and those with experience in agile methods. The digital sector and financial services consistently require high-quality interims, while sectors like retail and FMCG are increasingly focused on alignment with strategy through change projects.
Five myths of supplying talent through a third-party provider modelKelly Services
The document discusses 5 myths about supplying talent through a third-party provider model. The first myth discussed is that losing the direct client relationship will harm a supplier's business. The document argues that if suppliers adapt to working with a third-party program office like they would any other client, it can open doors to more business opportunities. The second myth is that suppliers will not have a clear view of client needs working through a third-party. The document states that a good program office will ensure transparency and information sharing to give suppliers insights into client needs. The third myth is that good suppliers just do the job without asking questions. The document advocates for a culture of continuous learning and innovation, where suppliers feel comfortable asking questions. The fourth
The document provides an overview of Activision Blizzard's current situation, corporate governance, external and internal environments, and strategic analysis. It discusses Activision Blizzard's strong performance as the leader in the gaming software industry. The board of directors and top management are profiled, along with the company's mission, objectives, strategies, and policies. Opportunities and threats in the external environment are analyzed. Strengths and weaknesses in the internal environment are also reviewed.
The document summarizes six key trends in outsourcing:
1. It's no longer primarily about cost savings but also competitive agility, scalability, and innovation.
2. Nearshoring is becoming more prevalent as outsourcing moves into more strategic activities.
3. Outsourcing is increasingly applied by specific functions like HR, finance, and accounting.
4. Outsourcing is expanding among mid-sized companies who may benefit more from outsourcing than larger firms.
5. Outsourcers and clients are in direct competition for specialized talent as outsourced work moves to more strategic functions.
6. Structures and processes in outsourcing are becoming more formalized through professional
The document provides templates for project status reports. The first template shows the overall project status as green and on track, with planning, scoping and analysis, and build 50% complete. Testing has started with some defects found. The second template provides a more detailed status for each phase, showing phase 4 (UAT) as amber due to a high number of defects found, with tasks to complete UAT and address defects before sign off. Phases 5 and 6 are on track.
Conducting an Initial Coin Offering: Costs and ConsiderationsChristina Gagnier
The document discusses the costs and considerations of conducting an Initial Coin Offering (ICO). It notes that there are significant expenses associated with an ICO beyond just the direct offering costs, including ensuring corporate and financial readiness, establishing governance and internal controls, hiring advisors and specialists, and investing in technology infrastructure. Specifically, the document highlights that legal, accounting, and technology support are crucial areas that require advisors and compliance in order to minimize risks and costs when undertaking an ICO.
Over the past 10 years, more than 2.4 million US jobs have been outsourced, with information technology making up 28% of outsourced jobs. Common reasons for outsourcing include reducing costs and gaining access to expertise. Popular outsourcing destinations include India, Indonesia, China, and the Philippines. Dedicated global teams are proposed as a solution, providing clients with complete control over resources while cutting costs. Outsourcing is expected to continue growing, with additional jobs in areas like finance and IT being moved offshore by 2016.
HR impacts the bottom line. But how do you prove it?
Discover the outcomes organisations like yours have achieved with talent measurement and the latest innovations in best practice assessments.
HP focuses on R&D and operates globally. It has a strong personal systems portfolio but faces patent infringement issues. The printing segment contributes significantly to revenue but declining sales are a weakness. Opportunities include new product launches, strategic partnerships, and growing markets, but threats include rapid technology changes, competition, and the trend toward paperless work.
- HP (Hewlett-Packard) is a major American technology company founded in 1939 by Bill Hewlett and Dave Packard in a Palo Alto garage. It specializes in computing, data storage, and networking hardware, as well as software and services.
- Some key facts about HP include that it is headquartered in Palo Alto, California, has over 300,000 employees worldwide, and reported $126 billion in revenue in 2010. Major product lines include laptops, desktops, printers, servers, and software.
- The presentation covered HP's history, leadership, products, financials, and competitive position in the IT industry. It noted HP's strengths in branding, diversification,
This document provides an overview of IBM's Sales Execution Method (SEM) and associated sales tools and training program. The SEM is presented as a proven method for improving sales skills and coaching sellers. It focuses on key stages of the sales process from planning to closing. Various sales tools are introduced that are designed to support each stage of the SEM. The document then dives deeper into some of the stages, providing guidance on activities and objectives. It emphasizes using tools like the Client Value Impact Profile to understand customers and identify value propositions during the discovery stage. Overall, the SEM and tools are positioned as ways for sellers to better engage customers, differentiate solutions, and increase sales growth.
In or Out? The shape of IT outsourcing in 2015NashTech
We mined over 15 years of data and insight from the Harvey Nash CIO survey to determine the trends that have influenced IT outsourcing and will inform CIO plans in the next 12 months. Among other questions we looked at are; which is now the bigger challenge for CIOs - skills, savings IT responsiveness? Which industries are outsourcing most? Are some CIOs more likely to outsource than others and how do they make it all work?
This document outlines a five-step process for professional service organizations to develop a successful annual business plan:
1. Build a shared vision of success including mission, values, charter, and business model.
2. Conduct a SWOT analysis to assess organizational strengths, weaknesses, opportunities, and threats.
3. Expose any key themes or disconnects between different organizational priorities.
4. Confront reality by comparing objective performance data to industry benchmarks to identify areas for improvement.
5. Use the insights from steps 1-4 to develop initiatives for the upcoming year's plan that will help achieve the organization's vision.
This report provides an analysis of the talent assessment market in 2014/2015. It finds that the market is large and growing as more companies adopt integrated talent management systems. The report classifies talent assessment vendors into four categories based on their product focus and business model. It also identifies opportunities for continued growth, such as through consolidation in the industry and greater integration of assessments into talent management suites. The complex nature of talent assessments means the market remains misunderstood, but their value for improving business performance is becoming increasingly recognized.
This document summarizes a data analytics project conducted for a hardware company to gain sales insights. The project involved understanding sales data from multiple tables, extracting and transforming the data using ETL processes, then analyzing the data to identify the top performing cities, months, customers, and products. Dashboards were created in Tableau to visualize key findings and provide business suggestions such as increasing promotions in certain regions where sales are declining. The overall aim was to move beyond spreadsheets and provide simple answers and insights to help drive business decisions.
Internet Alliance recently had conducted a survey to forecast the IT Talent demand as well as the scope of the profession that would be highly demanding in 2018 by the market.
We defined the various corporate sizes with guideline below:
- Multinational Corporation (MNC) – A FDI company in Malaysia, with foreign sales are 25% or more of total sales.
- Large Local Corporation (LLC) – A public limited company in Malaysia, alternatively as “Berhad” company.
- Local Established Corporate – Above SME but not yet a public limited company.
- SME – As according to SME Corp SME definition (http://www.smecorp.gov.my/index.php/en/policies/2015-12-21-09-09-49/sme-definition)
- Startup - A newly emerged, fast-growing tech relevance company that operates under venture capital or various type of funding.
The document provides an overview of marketing trends and opportunities across various regions in 2015. Key points include:
- There is strong demand for digital marketers, analytics specialists, and customer experience professionals in many regions due to an emphasis on digital platforms and data-driven marketing.
- Traditional marketing skills are still in demand in some areas like the UK financial sector.
- While the talent pool has grown for digital skills, recruiting organizations struggle to find candidates with experience in CRM and marketing databases.
- Salaries are expected to increase the most for candidates changing jobs or filling roles with skills in high demand. Overall the outlook for marketers is positive globally in 2015.
This document provides guidance for attracting technical talent. It discusses trends in the technology industry such as data-driven recruiting and the importance of employer branding. The primary challenges for tech businesses looking to hire are a lack of relevant experience and difficulty targeting the right candidates. Developers are motivated by pride in their work, innovation, and accountability. When attracting candidates, companies should provide informative messages and feedback. Budgeting for recruitment requires planning for expenses like job boards, recruiters' salaries, and employer branding events. The key is understanding what motivates technical talent and providing the best possible candidate experience.
Dave Nerz, President of NPA, The Worldwide Recruiting Network, discusses how recruiting is changing globally. Major points include:
1) Talent shortages will be severe in the coming years, requiring a global approach to sourcing candidates.
2) Recruiters will need to operate virtually with a global talent pool and develop social networks to connect talent worldwide.
3) To be successful, recruiters will need to become experts in operating cross-culturally and understanding global markets.
This document provides information about Deloitte and their technology integration internship. It summarizes that Deloitte is one of the Big Four professional services firms, founded in 1845 in London. As of 2011, it has over 182,000 employees operating in over 150 countries. The internship focuses on technology integration services including business intelligence, IFRS implementation support, IT advisory, and management information systems with the goal of providing the intern learning opportunities in client management, industry knowledge, and technical skills.
Badenoch & Clark's business transformation team experienced growth in 2014-2015 as the economy and client confidence improved. There is increased demand for interim business transformation specialists with communications skills to help large organizations change. Challenges include shortages of project management professionals and those with experience in agile methods. The digital sector and financial services consistently require high-quality interims, while sectors like retail and FMCG are increasingly focused on alignment with strategy through change projects.
Five myths of supplying talent through a third-party provider modelKelly Services
The document discusses 5 myths about supplying talent through a third-party provider model. The first myth discussed is that losing the direct client relationship will harm a supplier's business. The document argues that if suppliers adapt to working with a third-party program office like they would any other client, it can open doors to more business opportunities. The second myth is that suppliers will not have a clear view of client needs working through a third-party. The document states that a good program office will ensure transparency and information sharing to give suppliers insights into client needs. The third myth is that good suppliers just do the job without asking questions. The document advocates for a culture of continuous learning and innovation, where suppliers feel comfortable asking questions. The fourth
The document provides an overview of Activision Blizzard's current situation, corporate governance, external and internal environments, and strategic analysis. It discusses Activision Blizzard's strong performance as the leader in the gaming software industry. The board of directors and top management are profiled, along with the company's mission, objectives, strategies, and policies. Opportunities and threats in the external environment are analyzed. Strengths and weaknesses in the internal environment are also reviewed.
The document summarizes six key trends in outsourcing:
1. It's no longer primarily about cost savings but also competitive agility, scalability, and innovation.
2. Nearshoring is becoming more prevalent as outsourcing moves into more strategic activities.
3. Outsourcing is increasingly applied by specific functions like HR, finance, and accounting.
4. Outsourcing is expanding among mid-sized companies who may benefit more from outsourcing than larger firms.
5. Outsourcers and clients are in direct competition for specialized talent as outsourced work moves to more strategic functions.
6. Structures and processes in outsourcing are becoming more formalized through professional
The document provides templates for project status reports. The first template shows the overall project status as green and on track, with planning, scoping and analysis, and build 50% complete. Testing has started with some defects found. The second template provides a more detailed status for each phase, showing phase 4 (UAT) as amber due to a high number of defects found, with tasks to complete UAT and address defects before sign off. Phases 5 and 6 are on track.
Conducting an Initial Coin Offering: Costs and ConsiderationsChristina Gagnier
The document discusses the costs and considerations of conducting an Initial Coin Offering (ICO). It notes that there are significant expenses associated with an ICO beyond just the direct offering costs, including ensuring corporate and financial readiness, establishing governance and internal controls, hiring advisors and specialists, and investing in technology infrastructure. Specifically, the document highlights that legal, accounting, and technology support are crucial areas that require advisors and compliance in order to minimize risks and costs when undertaking an ICO.
Over the past 10 years, more than 2.4 million US jobs have been outsourced, with information technology making up 28% of outsourced jobs. Common reasons for outsourcing include reducing costs and gaining access to expertise. Popular outsourcing destinations include India, Indonesia, China, and the Philippines. Dedicated global teams are proposed as a solution, providing clients with complete control over resources while cutting costs. Outsourcing is expected to continue growing, with additional jobs in areas like finance and IT being moved offshore by 2016.
HR impacts the bottom line. But how do you prove it?
Discover the outcomes organisations like yours have achieved with talent measurement and the latest innovations in best practice assessments.
HP focuses on R&D and operates globally. It has a strong personal systems portfolio but faces patent infringement issues. The printing segment contributes significantly to revenue but declining sales are a weakness. Opportunities include new product launches, strategic partnerships, and growing markets, but threats include rapid technology changes, competition, and the trend toward paperless work.
- HP (Hewlett-Packard) is a major American technology company founded in 1939 by Bill Hewlett and Dave Packard in a Palo Alto garage. It specializes in computing, data storage, and networking hardware, as well as software and services.
- Some key facts about HP include that it is headquartered in Palo Alto, California, has over 300,000 employees worldwide, and reported $126 billion in revenue in 2010. Major product lines include laptops, desktops, printers, servers, and software.
- The presentation covered HP's history, leadership, products, financials, and competitive position in the IT industry. It noted HP's strengths in branding, diversification,
This document provides an overview of IBM's Sales Execution Method (SEM) and associated sales tools and training program. The SEM is presented as a proven method for improving sales skills and coaching sellers. It focuses on key stages of the sales process from planning to closing. Various sales tools are introduced that are designed to support each stage of the SEM. The document then dives deeper into some of the stages, providing guidance on activities and objectives. It emphasizes using tools like the Client Value Impact Profile to understand customers and identify value propositions during the discovery stage. Overall, the SEM and tools are positioned as ways for sellers to better engage customers, differentiate solutions, and increase sales growth.
In or Out? The shape of IT outsourcing in 2015NashTech
We mined over 15 years of data and insight from the Harvey Nash CIO survey to determine the trends that have influenced IT outsourcing and will inform CIO plans in the next 12 months. Among other questions we looked at are; which is now the bigger challenge for CIOs - skills, savings IT responsiveness? Which industries are outsourcing most? Are some CIOs more likely to outsource than others and how do they make it all work?
This document outlines a five-step process for professional service organizations to develop a successful annual business plan:
1. Build a shared vision of success including mission, values, charter, and business model.
2. Conduct a SWOT analysis to assess organizational strengths, weaknesses, opportunities, and threats.
3. Expose any key themes or disconnects between different organizational priorities.
4. Confront reality by comparing objective performance data to industry benchmarks to identify areas for improvement.
5. Use the insights from steps 1-4 to develop initiatives for the upcoming year's plan that will help achieve the organization's vision.
This report provides an analysis of the talent assessment market in 2014/2015. It finds that the market is large and growing as more companies adopt integrated talent management systems. The report classifies talent assessment vendors into four categories based on their product focus and business model. It also identifies opportunities for continued growth, such as through consolidation in the industry and greater integration of assessments into talent management suites. The complex nature of talent assessments means the market remains misunderstood, but their value for improving business performance is becoming increasingly recognized.
This document summarizes a data analytics project conducted for a hardware company to gain sales insights. The project involved understanding sales data from multiple tables, extracting and transforming the data using ETL processes, then analyzing the data to identify the top performing cities, months, customers, and products. Dashboards were created in Tableau to visualize key findings and provide business suggestions such as increasing promotions in certain regions where sales are declining. The overall aim was to move beyond spreadsheets and provide simple answers and insights to help drive business decisions.
Internet Alliance recently had conducted a survey to forecast the IT Talent demand as well as the scope of the profession that would be highly demanding in 2018 by the market.
We defined the various corporate sizes with guideline below:
- Multinational Corporation (MNC) – A FDI company in Malaysia, with foreign sales are 25% or more of total sales.
- Large Local Corporation (LLC) – A public limited company in Malaysia, alternatively as “Berhad” company.
- Local Established Corporate – Above SME but not yet a public limited company.
- SME – As according to SME Corp SME definition (http://www.smecorp.gov.my/index.php/en/policies/2015-12-21-09-09-49/sme-definition)
- Startup - A newly emerged, fast-growing tech relevance company that operates under venture capital or various type of funding.
The document provides an overview of marketing trends and opportunities across various regions in 2015. Key points include:
- There is strong demand for digital marketers, analytics specialists, and customer experience professionals in many regions due to an emphasis on digital platforms and data-driven marketing.
- Traditional marketing skills are still in demand in some areas like the UK financial sector.
- While the talent pool has grown for digital skills, recruiting organizations struggle to find candidates with experience in CRM and marketing databases.
- Salaries are expected to increase the most for candidates changing jobs or filling roles with skills in high demand. Overall the outlook for marketers is positive globally in 2015.
This document provides guidance for attracting technical talent. It discusses trends in the technology industry such as data-driven recruiting and the importance of employer branding. The primary challenges for tech businesses looking to hire are a lack of relevant experience and difficulty targeting the right candidates. Developers are motivated by pride in their work, innovation, and accountability. When attracting candidates, companies should provide informative messages and feedback. Budgeting for recruitment requires planning for expenses like job boards, recruiters' salaries, and employer branding events. The key is understanding what motivates technical talent and providing the best possible candidate experience.
Dave Nerz, President of NPA, The Worldwide Recruiting Network, discusses how recruiting is changing globally. Major points include:
1) Talent shortages will be severe in the coming years, requiring a global approach to sourcing candidates.
2) Recruiters will need to operate virtually with a global talent pool and develop social networks to connect talent worldwide.
3) To be successful, recruiters will need to become experts in operating cross-culturally and understanding global markets.
The document discusses 10 key trends transforming facilities management:
1. Outsourcing is evolving to deliver more complex, integrated services and is expected to be a $1 trillion global market by 2025.
2. Workplaces must accommodate multi-generational workforces and balance needs of different age groups rather than focus on generational preferences alone.
3. Wellness programs that boost productivity and attract talent are increasingly important for employers.
4. Collaboration spaces that foster innovation are in higher demand.
5. Technology enables more data-driven decision making, personalized workspaces, and smart buildings with integrated sensors and systems.
6. Serviced offices and co-working spaces are growing in popularity to meet flexible
- Prolonged recession has impacted businesses, causing tight budgets and forcing leaders to leverage technology more efficiently at lower costs. IT consulting is emerging as a powerful model to rapidly implement customized solutions.
- The IT consulting market will see rapid growth, not in spite of macroeconomic issues but because of them, as companies optimize technology ROI. SaaS adoption will explode over the next five years.
- Consulting is becoming more prominent and is changing traditional business metrics, focusing on time-to-value and customer satisfaction over long-term contracts. Recommendations include demonstrating value to buyers and expanding service offerings.
Robert Half 2019 Salary Guide SingaporeGerald Teoh
Get the latest in depth market insights on talent movements and salary trends as Robert Half helps you to beat your competition in hiring and retaining of talents.
Disrupted - Executive Perspectives on Banking & InsuranceAlastair Davies
Management Events' Surveys team interviewed more than 600 decision makers from leading Banks and Insurers in Europe and Southeast Asia to find their key business needs, development projects and solution investments.
This document summarizes an interview with several CIOs about their IT talent strategies for 2020 and beyond. It finds that CIOs are shifting their focus from recruiting for specific technical skills to prioritizing capabilities like learning agility, collaboration, and adaptability. Some key points:
1) CIOs must develop talent strategies aligned with business needs that emphasize lifelong learning over any single skill.
2) Both hard technical skills like data science and soft skills like empathy will be important, with an increasing focus on the latter.
3) CIOs are sourcing talent globally, supplementing permanent staff with contractors, and recruiting from other parts of their own organizations.
4) Training is becoming
salary, a fundamental question
Knowing that the wages you are offering employees is
fair is intrinsic in your success. When you’re recruiting for a
new position does what you’re offering stack up with your
competitors in your own city, and what about companies
in other major Canadian cities?
It is a matter of perception; if offers are too low will strong
performers choose to work with you? If they are too high
can you afford to keep your staffing levels where they
need to be?
The question of what people are being paid so
fundamental that it is something we are asked about by
our friends and families, the media, our clients and it is a
discussion we have with job candidates literally tens of thousands of times a year.
Randstad technologies has commissioned a comprehensive analysis of our own
internal numbers and numbers from a valued external resource and have produced a
guide to the salaries of roles that matter to you, focused on the cities where you work.
The business intelligence of salary is a complex problem to address. Randstad Canada
places thousands of people a month, in cities across the country in every industry – but
that data, as strong as it is doesn’t comprise all of the data we use and should make
available. To help us fill in the gaps, we worked with the Economic Research Institute
to establish a more comprehensive view of salaries in Canada.
We’ve separated our guide by industry and by region — providing you a focused look
on the jobs that matter to you.
We hope that this guide helps you plan your future growth.
Randstad Canada is the Canadian leader for staffing, recruitment and HR Services. As the only fully integrated staffing company in the country, we understand the recruitment needs and demands of employers and job seekers across all levels and industries. Through our insightful knowledge of local markets, employment trends and global network of recruitment experts, we are shaping the Canadian world of work.
Find out how Randstad Canada can help you find and manage the best talent to move your business forward.
Visit http://www.randstad.ca
The document discusses attracting and retaining demand planning talent. It notes that demand planning skills are changing and in high demand as companies expect more from their supply chains. However, finding candidates with the right combination of analytical, communication, and technical skills is challenging. The document provides suggestions for how companies can develop talent internally, promote their demand planning roles, and partner with schools to attract new talent.
Knowing that the wages you are offering employees is
fair is intrinsic in your success. When you’re recruiting for a
new position does what you’re offering stack up with your
competitors in your own city, and what about companies
in other major Canadian cities?
It is a matter of perception; if offers are too low will strong
performers choose to work with you? If they are too high
can you afford to keep your staffing levels where they
need to be?
The question of what people are being paid so
fundamental that it is something we are asked about by
our friends and families, the media, our clients and it is a
discussion we have with job candidates literally tens of thousands of times a year.
Randstad technologies has commissioned a comprehensive analysis of our own
internal numbers and numbers from a valued external resource and have produced a
guide to the salaries of roles that matter to you, focused on the cities where you work.
The business intelligence of salary is a complex problem to address. Randstad Canada
places thousands of people a month, in cities across the country in every industry – but
that data, as strong as it is doesn’t comprise all of the data we use and should make
available. To help us fill in the gaps, we worked with the Economic Research Institute
to establish a more comprehensive view of salaries in Canada.
We’ve separated our guide by industry and by region — providing you a focused look
on the jobs that matter to you.
We hope that this guide helps you plan your future growth.
about Randstad Canada
Randstad Canada is the Canadian leader for staffing, recruitment and HR Services. As the only fully integrated staffing company in the country, we understand the recruitment needs and demands of employers and job seekers across all levels and industries. Through our insightful knowledge of local markets, employment trends and global network of recruitment experts, we are shaping the Canadian world
of work.
To find out how Randstad can help you find and manage the best talent to move your business forward, visit http://www.randstad.ca
The document discusses the greatest challenges facing the ICT sector in Latin America and the role the author hopes to play. It identifies the key challenges as infrastructure, innovation, human talent, and adaptability. Regarding infrastructure, the author hopes to lead technology initiatives and make complex decisions impacting companies' infrastructure. For innovation, the author wants to lead innovative projects and develop a personal business idea. In human talent, the focus is on practical ICT education. Overall, the author aims to help companies respond quickly to changing customer demands and market conditions.
A study of senior Knowledge and Information Management professionals within the professional services sector by TFPL Recruitment and Sue Hill Recruitment highlighted the adoption of AI and digitisation in the sector, in addition to the continued importance of skills development, talent attraction and retention. Lee and Neil will look at how Knowledge and Information Management teams are transforming in what is arguably the most exciting time in the profession’s history.
Financial Services Technology Update 2016Winnie Wong
The document discusses the role of the Chief Change Officer and key functions within organizational change initiatives. It summarizes the skills and roles needed to successfully manage change, including building target operating models, communicating change rationale, implementing change in phases, evaluating change progress, and responding to regulatory drivers of change. It also covers trends in financial services like data analytics skills, payment technologies, cybersecurity threats, and a shift towards permanent over contract hiring.
iKas International London Salary Survey April 2016Natalie Behan
This document provides salary information for software development roles in the financial services industry. It surveys both permanent and contracting salaries in 2016. For permanent roles, it found that over half of respondents did not receive a salary increase in 2015. Day rates for contractors have remained consistent in the £500-£800 range for roles like Java and C++ developers. There is high demand for skills in areas like big data, cloud computing and front-end development, but limited supply of candidates with those skills.
This document discusses how IT departments need two modes, traditional and innovative, to keep up with digital transformation. The traditional mode focuses on maintaining legacy systems through optimized processes and service level agreements. The innovative mode uses agile principles for unpredictable but quick development of new technologies and solutions. This "bimodal IT" approach allows companies to both maintain existing systems while innovating at the pace of market trends through separate but collaborative teams. The document also outlines how digitization increases demands on IT in areas like customer experience, delivery speed and security. Managing both modes effectively requires the right oversight to balance reliability and disruption.
Introducing Acquia’s DXP Vision, Strategy, Renaming, and RepackagingAcquia
Please join Acquia’s executive team as they share with partners how Acquia’s new product strategy will help the partner community build more sales opportunities and revenue growth. You will come away from this webinar knowing:
Acquia’s vision, strategy, and opportunity in the DXP market
How our products and roadmap will achieve this vision
What our new product branding and packages are, and how these map to the old branding and packages
New services opportunities available to partners
New partner selling tools now available
*Register and receive a $15 Voucher. Available to Acquia’s Partner employees only. Must attend to use the voucher.
Our HR Tech Trends 2023 report in which we analyze the main trends that are defining the sector, challenges of the HR departments, the new relation with candidates/ workers, new technologies that are disrupting and market opportunities.
PSD Group IT & Business Change - 2013 Salary Survey & Employment Trends Report. For more information go to:
http://www.psdgroup.com/IT_Business_Change_Salary_Survey_Employment_Trends.aspx
This document provides an overview of wound healing, its functions, stages, mechanisms, factors affecting it, and complications.
A wound is a break in the integrity of the skin or tissues, which may be associated with disruption of the structure and function.
Healing is the body’s response to injury in an attempt to restore normal structure and functions.
Healing can occur in two ways: Regeneration and Repair
There are 4 phases of wound healing: hemostasis, inflammation, proliferation, and remodeling. This document also describes the mechanism of wound healing. Factors that affect healing include infection, uncontrolled diabetes, poor nutrition, age, anemia, the presence of foreign bodies, etc.
Complications of wound healing like infection, hyperpigmentation of scar, contractures, and keloid formation.
LAND USE LAND COVER AND NDVI OF MIRZAPUR DISTRICT, UPRAHUL
This Dissertation explores the particular circumstances of Mirzapur, a region located in the
core of India. Mirzapur, with its varied terrains and abundant biodiversity, offers an optimal
environment for investigating the changes in vegetation cover dynamics. Our study utilizes
advanced technologies such as GIS (Geographic Information Systems) and Remote sensing to
analyze the transformations that have taken place over the course of a decade.
The complex relationship between human activities and the environment has been the focus
of extensive research and worry. As the global community grapples with swift urbanization,
population expansion, and economic progress, the effects on natural ecosystems are becoming
more evident. A crucial element of this impact is the alteration of vegetation cover, which plays a
significant role in maintaining the ecological equilibrium of our planet.Land serves as the foundation for all human activities and provides the necessary materials for
these activities. As the most crucial natural resource, its utilization by humans results in different
'Land uses,' which are determined by both human activities and the physical characteristics of the
land.
The utilization of land is impacted by human needs and environmental factors. In countries
like India, rapid population growth and the emphasis on extensive resource exploitation can lead
to significant land degradation, adversely affecting the region's land cover.
Therefore, human intervention has significantly influenced land use patterns over many
centuries, evolving its structure over time and space. In the present era, these changes have
accelerated due to factors such as agriculture and urbanization. Information regarding land use and
cover is essential for various planning and management tasks related to the Earth's surface,
providing crucial environmental data for scientific, resource management, policy purposes, and
diverse human activities.
Accurate understanding of land use and cover is imperative for the development planning
of any area. Consequently, a wide range of professionals, including earth system scientists, land
and water managers, and urban planners, are interested in obtaining data on land use and cover
changes, conversion trends, and other related patterns. The spatial dimensions of land use and
cover support policymakers and scientists in making well-informed decisions, as alterations in
these patterns indicate shifts in economic and social conditions. Monitoring such changes with the
help of Advanced technologies like Remote Sensing and Geographic Information Systems is
crucial for coordinated efforts across different administrative levels. Advanced technologies like
Remote Sensing and Geographic Information Systems
9
Changes in vegetation cover refer to variations in the distribution, composition, and overall
structure of plant communities across different temporal and spatial scales. These changes can
occur natural.
Beyond Degrees - Empowering the Workforce in the Context of Skills-First.pptxEduSkills OECD
Iván Bornacelly, Policy Analyst at the OECD Centre for Skills, OECD, presents at the webinar 'Tackling job market gaps with a skills-first approach' on 12 June 2024
This presentation was provided by Rebecca Benner, Ph.D., of the American Society of Anesthesiologists, for the second session of NISO's 2024 Training Series "DEIA in the Scholarly Landscape." Session Two: 'Expanding Pathways to Publishing Careers,' was held June 13, 2024.
2. GLOBAL TECHNOLOGY TREND REPORT
In line with our commitment to keep professionals in Technology up to date with
employment and recruitment trends, in April 2013 Morgan McKinley conducted
international research with its consultants in eight markets. While the responses
varied between these markets, it is possible to draw some overall conclusions;
• The mood is cautiously positive – half of the eight
markets see the situation as improving, the other
half see no discernible change. None say that things
are getting worse
• Overwhelmingly, recruitment is focused equally on
replacement and new hires
• Economic uncertainty is a factor in most markets
– nobody is quite sure if the economy has turned the
corner or will dip back into recession
• Structural change in the IT landscape is a factor in
several markets but in general, these are stimulating
rather than depressing demand
• Overall, recruitment budgets are static or declining
• Mobile is currently the top specialist area driving
demand, though not in all markets and its influence
is expected to diminish in the future.
• Big data and analytics, traditional on-premise ERP
and data centre management are also among the
most sought-after specialist areas
• Social media is not an important driver of demand
within IT
• Cost saving is the main factor depressing demand
• Cloud computing is not having a major impact on
recruitment in most markets
• Project management is an important skill for
candidates almost everywhere
• Organisational change is a key driver of demand
• In the majority of markets our consultants believe
that candidates will become more proactive in
seeking jobs over the next six months and beyond
In this report we have provided a more detailed
description of the trends we have observed in each
of our markets and we hope this gives you some
further insight.
1
QUICK LINKS
AUSTRALIA...............................................2
CHINA.......................................................3
FRANCE.....................................................4
HONG KONG..........................................5
IRELAND...................................................6
JAPAN........................................................ 7
SINGAPORE.............................................8
UNITED KINGDOM................................9
3. AUSTRALIA
GETTING BETTER AS COMPANIES STRIVE TO IMPROVE CUSTOMER EXPERIENCE
The market in Australia shows signs of picking up, driven by structural
changes in the IT landscape and the need to improve customer
experience via digital and mobile channels.
A striking feature of the Australian market impacting on recruitment
patterns is the delay in the uptake and roll-out of Windows 7. One of
our consultants says, “Many organisations will be cutting it very fine
in terms of ensuring they have upgraded before Microsoft switches off
support for earlier releases.”
Economic uncertainty is also a strong influencing factor, with budget
approvals being given or withheld depending on the current mood and
the business case. Where the business case is strong and immediate
(for example mobile implementations, customer experience, digital
and online, productivity initiatives) budgets are getting the go-
ahead. Conversely, budgets are often being slashed in areas such
as infrastructure and application upgrades such as the roll-out of
Windows 7.
There is clearly an increasing demand for digital and mobile architects
and project managers who have a proven understanding of how to
increase customer satisfaction and enhance customer experience to
optimise revenues.
There is adequate local supply to meet demand.To succeed, candidates
need to understand and communicate their value proposition. “In order
to differentiate yourself in this competitive market you need to clearly
demonstrate the value that you have added to the organisations that
you have worked with. Ideally this value should be quantifiable and tied
to a result which created revenue, cut costs or boosted productivity,”
our consultants advise.
In Australia, Morgan McKinley focuses on senior IT appointments and
we observe that Chief Information Officers still come mainly from the
IT function. At the general IT executive level, there is a trend towards
hiring or promoting IT professionals that have a strong sector or
product alignment experience.
For example, it is not uncommon to hire a digital media guru with a
non-financial services background to head up a digital practice within a
financial services company.
An MBA or similar business qualification is a huge asset when trying to
land a senior IT role.
THE BOTTOM LINE
CAREER MOVERS
Simply stating achievements without tying them to a
tangible value is no longer enough. Understand and
communicate your value proposition. Work with your career
ally to restructure your CV around this proposition and learn
how to market yourself effectively at interview.
RECRUITING EMPLOYERS
Delaying upgrades in order to cut recruitment budgets
will turn out to be a false economy in most cases.There is
some excellent talent out there and it is worth your while
to work with a strategic partner who will focus on delivering
candidates who offer best value and potential for growth
within your organisation.
Candidates and
employers should
take a long-term
view of business
value, customer
experience and
growth potential.
TOP FACTORS DRIVING TRENDS
• Structural changes in the IT landscape
• Focus on customer experience
• Economic uncertainty
2
4. NO DISCERNIBLE CHANGE
The current mood of economic uncertainty makes
it hard to draw any hard conclusions on recruitment
trends in China. In some areas budgets are increasing
and in others they are static or declining. Desire to
cut costs is certainly having an overall impact on the
market. On the whole, candidates will prefer to stay
put and ride out the current economic situation.
Specialist roles currently driving demand for talent in
IT include mobile technologies and business process
re-engineering/rationalisation. However, longer term
interest in mobile is expected to subside and more
attention will be directed to filling roles in traditional
on-premise ERP. Candidates with SAP knowledge and
skills will be in demand for the foreseeable future.
It is the services sectors that are driving strongest
demand.
In this difficult market, candidates looking to take the
next step in their careers are advised to improve their
vertical sector knowledge and to develop their skills in
project management. Employers are also emphasising
the need for good communications skills in both
Mandarin and English, alongside strong technical skills.
CAREER MOVERS
Improve your technical, project management
and communication skills if you wish to move
ahead in a competitive marketplace. Your
career ally will help you identify your skills and
weaknesses.
THE BOTTOM LINE
RECRUITING EMPLOYERS
It’s a buyer’s market with an adequate local
talent pool but this situation will not last forever.
Project management and
communication skills are
highly valued, alongside
strong technical knowledge.
TOP FACTORS DRIVING TRENDS
• Economic uncertainty
• Economic downturn
• Declining or static recruitment budgets
CHINA
3
5. FRANCE
In France economic uncertainty and static or declining
recruitment budgets have deterred strong candidates
from coming forward over the past few months. Most
recruitment is for replacement headcount. However,
there is strong demand for candidates with skills and
experience in mobile technologies, together with
specialists in business process re-engineering and IT
rationalisation.
Within vertical sectors there is especially strong
demand from manufacturing companies and demand
is expected to pick up in service sectors.
“It has been difficult to source strong candidates but
the signs are that this may change over the coming
year,” says one Morgan McKinley consultant in Paris.
“Now is a good time for strong candidates to seize the
opportunities that are out there.”
In particular, employers are on the look-out for
candidates with a high level of education, ideally
graduates from engineering schools or with a university
Master’s degree. “Even though experience is also very
important, French companies are always looking for
candidates with an excellent education, and indeed,
French schools equip their students with the right
skills,” says our consultant.
Candidates with skills in Ubisoft, Dassault Systèmes,
Microsoft, Oracle and SAP are much sought after.
IT professionals aiming for senior positions must
broaden their horizons. Generally speaking, a
company’s Chief Information Officer comes from
within IT (IT is very strategic for companies today,
and although it is essential to have a good grasp of
the business strategy, a CIO must bring technical
solutions and a deep knowledge of the function).
Senior IT managers must also keep an eye on the new
technologies to remain competitive and employable, in
order to be able to manage new talents effectively.
OPPORTUNITIES FOR STRONG CANDIDATES
THE BOTTOM LINE
CAREER MOVERS
Do not be put off by the current economic
uncertainty.The best way to improve your
chances is to review your situation with your
career ally on a regular monthly basis. Hone
your skills and keep an open mind about new
opportunities as they arise.
RECRUITING EMPLOYERS
You may have been disappointed by the quality
of candidates coming forward in 2012. But
the signs are that over the next year quality
candidates will be more proactive in seeking
new employers.
French companies
are always looking
to recruit people
with an excellent
education.
4
TOP FACTORS DRIVING TRENDS
• Declining or static recruitment budgets
• Economic uncertainty
• Creation of talent resources centres
in large companies
• Tight recruitment budgets
6. HONG KONG
THE BOTTOM LINE
CAREER MOVERS
The lengthy recruitment processes can be
frustrating, especially when you know that
your prospective employer needs your skills!
The answer is to be patient; your career ally will
provide comprehensive details on the employer
and the interviewer and will prepare you
accordingly.
RECRUITING EMPLOYERS
Clearly there is a local talent shortage but there
is a pool of high-quality professionals, particularly
in Europe, who are looking for a move.
Companies prefer to recruit internally
for senior positions but there is a
skills shortage especially in the new-
generation technologies like mobile.
TOP FACTORS DRIVING TRENDS
• Lack of local talent
• Economic uncertainty
• Structural change in the IT landscape
5
INADEQUATE LOCAL
SUPPLY CREATES OPPORTUNITIES
The recruitment market is picking up in Hong Kong and the
talent shortage is creating opportunities for good candidates.
There is particularly strong demand for IT professionals
with specialist skills in mobile technologies, data centre
management, social media, IT security and business process
re-engineering; the main source of this demand is currently
the financial services sector.
Given the current economic conditions and the talent
shortage, senior IT managers are challenged to drive down
costs while maximising outcomes. Cloud computing,
virtualisation and standardisation, outsourcing and
offshoring are all responses to this conundrum. On the
other hand, CIOs are constantly debating the efficiency of
outsourcing strategies and often prefer to retain control over
development through in-sourcing. In these circumstances,
companies are finding it difficult to reach decisions quickly
and the hiring process can be lengthy.This can be frustrating
for candidates but our advice is to hang on in there and
rely on your career ally to see you through. “We have one
candidate who had been waiting for our client’s approval for
more than nine months. During the process, we managed his
resignation from his previous role and through a short term
contract until the approval finally came through,” a Morgan
McKinley consultant in Hong Kong reports.
The talent shortage is causing many companies to recruit
from abroad and in particular from Europe, while many
functions are being outsourced. “Multinational organisations
are constantly on the lookout for recruitment process
outsourcing opportunities for technology resources,”
according to the same consultant.
Mobile and online technologies are really hot at the
moment and companies looking to recruit should
consider overseas talent.
Skills and qualifications that are in demand and will boost
a candidate’s chances to move forward include PMP in the
project management sphere. IT professionals seeking to move
forward in development roles are advised to pursue web-
based and mobile technologies such as Flex, Ruby, Python
and PHP. CISA/CISSP will be very helpful for candidates who
would like to pursue opportunities in IT security.
7. IRELAND
LOOKING FOR OVERSEAS TALENT
There are very positive signs that the Irish economy
is coming back to life. With strong inward investment
from companies looking to locate their IT operations in
Ireland, there is a growing skills shortage. In particular,
employers are seeking developers and quality
assurance (QA) engineers for software and online
development projects. We have noticed an interest in
training courses in development methodologies such
as scrum, as well as online technologies.
Experts in mobile technologies and data centre
management are also keenly sought after and there
is a growing interest in big data and analytics. “If you
want to get ahead in IT then you should focus on the
online areas, whether it be analytics or development,
as online will drive the sector in the short to medium
term,” according to one of our Dublin-based
consultants.
A surprising recent trend has been the sharp increase
in demand for user interface and user experience (UI
and UX) professionals. Candidates with knowledge of
Microsoft, Oracle, IBM, SAP and Citrix are in demand.
Consequently there are big opportunities for IT
professionals based elsewhere in Europe. Ireland is
still playing catch-up with regards to education in
technology; while the country has produced many
high quality graduates, employers tell us that there is
a shortage of well-rounded candidates who can focus
on design issues in software development, something
which is now being addressed with new courses such
as Dublin City University’s BSc in Problem Solving
and Software Development. However, the window of
opportunity for graduates from elsewhere in Europe is
unlikely to close in the foreseeable future.
The pursuit of overseas talent also applies to senior
positions. “Companies increasingly prefer to attract
new talent from outside the organisation,” our
consultant adds.
To address shortages in finding experienced talent
in the short to medium term, employers in Ireland
may need to look beyond the European Union.
Ireland’s ability to provide a fast and efficient work-
visa processing system for highly skilled technology
candidates will be critical to Ireland’s position as a
global technology hub.
In the short to medium term,
Ireland’s ability to attract
talent from across the EU
and beyond will be critical
to its position as a global
technology hub.
THE BOTTOM LINE
CAREER MOVERS
There are plenty of opportunities for people
with the right mix of IT skills. If you can add
to that an ability to solve problems and lead
development projects, the sky’s the limit.
RECRUITING EMPLOYERS
Talent is scarce so explore all options from
all sources. Also, be aware that there is a new
generation of locally educated talent coming
through.
TOP FACTORS DRIVING TRENDS
• Lack of qualified local talent
• Increased inward investment
• Structural changes to the IT landscape
6
8. JAPAN SIGNIFICANT SURGE IN DEMAND IN VERTICAL SECTORS
Modernisation and inward investment in the pharmaceutical, medical,
insurance and retail industries is driving a significant surge in demand
for IT professionals in Japan. In particular, there is a strong demand
for business analysis and project management roles that serve as a
link between IT (which may be offshored) and local business users.
In addition, professionals with skills and experience in traditional
on-premise ERP and in regulatory compliance are much sought after.
There is inadequate local supply to meet this demand so companies are
looking overseas, although there is a strong preference to repatriate
Japanese nationals who are currently working abroad.
SAP, Oracle E-Business Suite and MS Dynamics are key software
competencies currently in demand.
In short, if you are Japanese, young and bilingual and are looking to
take a major leap forward in your career, learn project management
and SAP and head back to Japan!
In Japan, it is expected that IT skills are picked up on the job, Japanese
companies tend to recruit bilingual professionals with social science
degrees and then train them.
On the other hand, in some areas demand is still being depressed by
the desire to cut costs.
“Unfortunately, many companies whose corporate HQs are overseas
still do not understand the high costs of doing business in Japan,” says
one of ourTokyo-based consultants.
In the past we saw many CIOs coming from non-technology areas.
However, as IT has developed into more of a strategic IT function,
today there is quite a good pipeline of senior level candidates coming
from within IT itself.
If you are Japanese,
young and bilingual
then learn project
management
and SAP.
THE BOTTOM LINE
CAREER MOVERS
There are major opportunities if you have the right blend
of skills.
RECRUITING EMPLOYERS
Set yourself the right expectations; finding the right people
will not always be easy.Try to accelerate the hiring process
with the help of a local expert.
TOP FACTORS DRIVING TRENDS
• Upswing in demand in key verticals
• Lack of local qualified talent
• Structural change in the IT landscape
7
9. SINGAPOREOPPORTUNITIES FOR LOCAL TALENT
THE BOTTOM LINE
CAREER MOVERS
Do what it takes to get ahead. And if you are wondering
what that is, speak to a career ally who can set you on the
right path. If you are a highly motivated Singaporean, the
opportunities are there.
RECRUITING EMPLOYERS
It’s understandable if your preference is to employ a local
but consider other options – it could make your organisation
more agile. Seek assistance to identify and recruit leaders in
new technology areas such as analytics – it could be key to
your organisation’s future competitiveness.
Singapore-based companies would like to employ local talent but
there is insufficient supply. Yet in many sectors they are unwilling
to consider looking abroad, the exception being financial services
companies, which are often prepared to consider candidates from
Europe or the USA. Increasingly, companies are relying on IT vendors
to fill the gaps and are moving towards direct sourcing.
So how can you get ahead in this situation? As the market for talent
gets tighter, dynamic candidates who have pushed to get involved in
exciting projects will stand out.There is a big demand for local (i.e.
Singaporean Chinese) candidates who present and communicate
effectively; they are often difficult to find but they will always secure
a good role if they come forward.
“I know local candidates who have taken elocution lessons in order
to get ahead,” according to one of our consultants in Singapore.
Candidates are also advised to get the best formal qualifications,
such as PMP for project management. SAP and Oracle are probably
the most in-demand software competencies.
At senior levels of the organisation, up to CIO, appointments are
typically made internally, sometimes from outside the IT function
(change management, finance etc).This can have it’s advantages
but the downside is that Singapore-based companies are sometimes
slow to embrace new technology trends, because there are fewer
leaders bringing in new ideas. For example, cloud computing is
a massive buzzword at the moment but the uptake is not great.
Likewise, client companies often know that analytics and big data
are hot topics but do not know where to start and need help to
identify and recruit talent.
The hottest
candidate is a local
with technical
expertise and great
communications
skills. Such a
candidate will
always land a good
position.
TOP FACTORS DRIVING TRENDS
• Economic uncertainty
• Static or declining recruitment budgets
• Lack of local supply
8
10. UNITED
KINGDOM
BIG DATA IS THE BIG STORY
In the UK the current hot topics in IT are big data, data
quality and open source technologies. Candidates with
skills in these areas are likely to find good positions
regardless of the current economic uncertainty.The IT
landscape is changing, with a focus on analytics and
regulatory compliance. Surprisingly, mobile technologies
do not loom large as a specialist competence demanded
by UK companies. Across the board, the biggest concern
for large companies today is to get a grip on their data.
Within investment banks there is still a degree of caution,
as they watch each other to see who is going to take the
lead in what is an uncertain environment. In the past, we
have seen that when one company increases headcount
to build market share, the competition quickly follows.
The funds are still there but new headcount sign-off has
proved elusive. Areas within financial services where we
have seen increased activity include data architecture,
mapping, governance and migration due to continued
pressure to meet regulatory and compliance standards.
Several reputed consulting organisations are taking a
new strategic direction towards digital, mobile and big
data. One of these is increasing its UK Digital practice
from 120 to a 2015 headcount of 400.The Big Four are
also driving similar levels of growth in digital. “These
are not companies you would associate with everything
cool and funky in the IT industry but this is the new
landscape in which we are operating,” says one of our UK
consultants.
In order to stand out from the competition, candidates
should seek to gain experience or training in project
management – the Prince2 qualification is highly
valued – and in fast-track development methodologies
such as agile.
Overall there are considerable grounds for optimism
as companies embrace new approaches. However, one
other big trend, cloud computing, is tending to depress
demand for IT professionals at the moment. Recruitment
budgets are static or declining. “Many companies
would prefer to retrain rather than recruit, in particular
where the technology ecosystem is evolving,” says a
London-based consultant.They will typically only look at
candidates if they have the most relevant and up-to-date
experience. “If you worked with a piece of technology
three years ago, that’s helpful, but not as helpful as if you
have worked with every new release since.”
He adds a further interesting development; the HR
function is having the final say in many recruitment
decisions within major investment banks. “To land a
job you must get HR buy-in as well as that of the
executive director.”
CAREER MOVERS
Focus on big data analytics and open source
technologies and acquire skills in project
management and development methodologies.
Be aware that to land a great job, it’s not
enough to have the requisite IT skills. You also
need to convince HR.
THE BOTTOM LINE
RECRUITING EMPLOYERS
Candidates are becoming more proactive in
retraining and seeking new employers – it’s a
good time to take a look at the talent pool.
TOP FACTORS DRIVING TRENDS
• Static or declining recruitment budgets
• Structural changes in the IT landscape
• Economic uncertainty
Data analytics and data
quality are massive concerns
across all industry sectors in
the UK.
9